Case studies

Understand the dynamics of the diabetes supplement market and carry out an industry analysis using Porter’s five force analysis. Understand the challenges faced by a small entrepreneur in setting up distribution channels and examine the channel powers that come into play in the given context. Discuss the merits and demerits of traditional vs online channels. Understand the factors that are important to succeed in a highly competitive diabetes supplement industry (this would include aspects such as value sought by end customer, business-to-business [B2B] buyers, expertise required to handle B2B customers and also the price and salesforce reward approaches). Enumerate the merits and demerits of individual product branding vs an umbrella brand for a company selling over-the-counter (OTC) drugs online. Understand the various considerations for export marketing for OTC drugs.

Sushruth Ayurved Industry (SAI) is a proprietorship firm owned by Girish Banvi who always dreamt of being an entrepreneur. He had set up SAI to produce diabetes supplement by the name “Sugar Knocker” to give wings to his dreams. Notwithstanding competition from corporate players and demands from health-care practitioners, he had to abandon his traditional route to selling his product and open his eyes to online marketing. He believed it could provide him the perfect medium to reach his prospects directly without any middlemen within a cost-effective budget. SAI registered revenue of INR 24m per year, completely attributable to online sales. With a firm footing in the online space, Girish was now exploring physical marketing to expand his audience reach in the B2B market and also add new products to his portfolio. He was also worried about the low capacity utilization of his manufacturing unit, which stood at 20%. With only 30% of the 40 formulations used, there was much scope for expansion. With his plant capacity underused, the time was ripe for Girish to trace his footsteps from where he had begun in the first place.

This case can be used in marketing management course under the marketing strategy module. It can also find use in the elective course on marketing channels, and in sectoral programs such as health-care management or MBA in health care. This case can also be used in the health-care products marketing course.

Teaching notes are available for educators only.

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The key learning objectives are mentioned as follows: to understand the attractiveness of the co-living sector using Michael Porter’s five forces model; to do competitive analysis of ZOLO by understanding its objectives, strengths and weaknesses; to understand various competitive strategies which ZOLO’s competitors could apply against it; and to understand application of various defense strategies, which ZOLO would follow to retain its market leader position.

ZoloStays (ZOLO) was an Indian real-tech start-up based in Bengaluru. It was in the business of co-living, i.e. providing affordable accommodation for students and young professionals who had to leave their home and temporarily settle in other cities in search for jobs or education. ZOLO had grown 300% and had served over 50,000 customers across 10 Indian cities, since its inception in 2015. It had claimed to be the largest co-living brand in India in FY 2019. Nikhil Sikri (Sikri), who was a Co-founder of ZOLO, had big plans of expanding the firm to a million beds in 5 years. However, increasing awareness of a huge untapped market in the co-living sector had led to entry of a flurry of competitors. Notable among them were Nestaway, Colive, StayAbode, CoHo and OYO Life. Facing such intense competition Sikri had the challenge to be able to sustain his company’s early momentum. How would he retain ZOLO’s market leadership position? What would be the best strategy to achieve further growth? Should ZOLO diversify into allied services or apply a more focused strategy? Sikri was facing all these challenging questions and had to quickly address them to continue to lead in this competitive race.

The case can be taught in advanced undergraduate, MBA or executive-level programs dealing with marketing. This case study helps students in dealing with issues pertaining to a given market sector where a firm is operating, the strategies that could be used by the competitors and application of competitive strategies which the firm can apply.

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To enable the students to appreciate the importance of the retail business environment and identification of opportunities set in the context of an emerging market. To make students understand how a value proposition (product) is crafted in a retail organisation. To introduce the technique of developing a service blueprint for designing the retail consumption experience. To induce students to analyse on what criteria should retail business models be evaluated. To introduce the students to the concept of omnichannel retail strategy.

The case is about a value-retail chain We Mart India facing the sudden lockdown situation in April 2020 because of the Covid-19 pandemic hitting India. Shailesh Mehta, the Chief Operating Officer of We Mart is wondering what he should do post the lockdown to bring back the retail chain to its pre-Covid fast-paced growth of 25% YOY in June 2019. We Mart focussed on physical stores as a part of its strategy with an emphasis on the in-store experience. The company catered to the aspirations in fashion for the youth through a series of fashion apparel and accessories in Tiers 2 and 3 cities. The company had grown successfully in two decades and had expansion plans for 2020, which now seemed hazy because of this unpredicted biological disruption impacting businesses. Mehta’s worries were intensified by the change in the consumer trend that was witnessing a shift from offline to online. He wondered about how to incorporate this change and also realign the corporate growth plans in amidst of a challenging situation. To add to his woes were thoughts about established competitors online already apart from the existing offline ones. Research methods: This case is based on primary and secondary data gathered through interviews and publicly available secondary sources. The name of the company and protagonist have been disguised.

The case is suitable for post-graduate (masters in buisness administration) level courses on retail management. The length of the case enables the participants to even read in the class.

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The learning outcomes of this paper is as follows: to showcase how a futuristic mission and planned branding initiatives can help start-up social enterprise to create a successful brand; to explain how a comprehensive understanding of the target group and innovative products/services and channel strategies help GoBhaarati position itself as an upcoming not for profit social enterprise; to argue how proper brand mission and branding can help even a small startup to create a brand identity in a fiercely competitive fragmented market dominated by big players; the constraints GoBhaarati faced in constituting and aligning distribution channel. These impulsions can have legal, environmental and or managerial foundations.

GoBhaarati Agro Industries and Private Limited (GoBhaarati) operated as a nonprofit social enterprise in the Health and Wellness Industry, providing natural indigenous traditional Indian products such as millets, honey, turmeric, jaggery, rock salt and serving millet-based snacks to consumers. At the epicenter of Gobhaarati's branding strategy was its health and wellness positioning. The company's mission was to increase the positive perception of millets and to convince consumers that there was intrinsic value in a product's origin and production processes. Iriventi aimed to achieve a turnover of at least ten crores by 2025, but the company's sales and financial resources were limited. With this clouding in mind, Iriventi could not decide whether to let GoBhaarati stay niche in business or to expand it organically.

Graduate and executive management education students can use the case. The case may also be used to focus on entrepreneurship and distribution management for start-up social enterprises.

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Appreciate changing contours of business to business (B2B) purchase and how sellers should adapt their selling style and promotions.

In the past two decades, imaging Goa (IG) and Azim Shaikh had weathered many business crises. However, as the COVID 19 pandemic unfolded, he became aware of critical fault lines in his B2B selling model. IG offered customised digital display solutions, but its primary source of revenue was B2B selling of interactive flat panel display (IFPD) devices. It, respectively, controlled about 35% and 3% of the market share of IFPD sales, respectively, in Goa and western India. IG’s success in the B2B segment was because of Shaikh’s ability to build strong relationships and customised solutions in an emerging market context. To deal with the COVID pandemic, the Indian Government had imposed a country-wide lockdown, which forced organisations to adopt work from home. This, in turn, created a pull for IFPDs. Yet, very soon Shaikh realised, in the new normal, there was a growing mismatch between his selling efforts and outcomes. Though overall revenue had not fallen much, but the veteran seller had started doubting his tried and tested relational solution selling model. Case dilemma involves the selection of appropriate selling approaches e.g. solution, insight or tiebreaker selling for different situations. This case also offers an opportunity to discuss, how to use online channels to complement B2B selling.

This teaching case study is suitable for the graduate-level programme in marketing management.

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The learning objectives of this case study are listed below: • What is corporate social responsibility (CSR)? • The role of CSR in creating opportunities to growth. • Distinguish the ways in which social marketing evolved differently in urban and rural areas. • Obstacles in CSR • CSR beyond the competition.

The case of CSR by Reckitt Benckiser (RB) follows the marketing practices through purpose-led marketing through CSR. RB Pakistan Limited is a fast-moving consumer goods provider in Pakistan following a vision of the world where people are healthier and live well. The purpose is to make a difference by giving people innovative solutions for healthier lives and happier homes. This means they are expending their capabilities and investing in innovation to stay ahead of the game. RB is trying to achieve this vision by following the strategy of health and hygiene awareness in rural marketing through various types of communications, by introducing low price products to reduce diarrhea and open defecation. In urban areas, the young generation is the trend creators and they are much involved in awareness of state of the world. RB is committed in providing innovative solutions with the help of well-organized programs such as reaching new moms, educating them and providing awareness sessions in schools to students for handwashing practices. RB carries these activities with the help of non-government organizations and small support of Government of Pakistan.

This case is appropriate for MBA (Marketing) courses. The case explains the significance of CSR in capitalizing the growing trend and unleashing untapped areas and remaining competitive by providing innovative solutions. The case can be taught to the strategic marketing students.

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The learning outcomes are as follows: How to establish credibility of data sources; measurement scales of data; the importance of descriptive statistics and generating the following based on the type of data: mean, median and standard deviation; graphical methods; and test for differences: t-test and analysis of variance.

The case is set during the COVID-19 pandemic and the South African Government’s response to the pandemic. A brief timeline is provided as part of the introduction to the case study, with the following being a timeline of the events: 14 March 2020, 114 South African citizens were repatriated from Wuhan the epicentre of the COVID-19 outbreak; 15 March 2020, South Africa’s President, Cyril Ramaphosa declares a National State of Disaster, and this includes various measures to protect against the spread of COVID-19, while the health-care system is geared up to deal with the pandemic. Among the measures implemented, travel bans from high-risk countries and closing of air-traffic, closing of land ports and banning of gatherings of more than 100 people; 23 March 2020, President Cyril Ramaphosa announced a national lockdown beginning on 27 March 2020 for three weeks; 9 April 2020, President Ramaphosa extends the national lockdown by a further two weeks. The World Health Organisation (WHO) had commended South Africa on the swift action taken to curb the spread of the virus. Individuals and organisational leaders are grappling to make sense of the spread of the virus, and the barrage of the information that is being communicated through multiple channels, formal and informal. To make sense of the information, the case is premised on getting access to the raw data and conducting the analysis based on the publicly available data. The central requirement of the case is to compare the number of positive cases per million, based on the population data contained in the data set, of South Africa to a comparable country.

Post-graduate students learning statistics as part of a degree programme. The case assumes no prior statistics knowledge and therefore is aimed at teaching the importance of the basics of statistical analysis and then progressing to tests for differences.

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The learning outcomes of this paper are as follows: understanding the complexities of persuading a distributor to increase investments in the Pakistani fast moving consumer goods (FMCG) context. Understanding the data handled by an area sales manager (ASM) for effective territory management, along with the path taken for a focused approach to territory growth. Comparing the distinct perspectives of a company and an intermediary (e.g. distributor) who are pursuing similar business goals. Experiencing hands-on calculations of return on investment (ROI) for a distributor, in a straightforward situation.

In June 2015, Shah Mir, an ASM at PurePack Pakistan, was face-to-face with an irate distributor named Amir Kazmi, who ran Kazmi Agency in Sukkur, Sindh. PurePack Pakistan, a multinational organization dealing with FMCG products, had a turnover of approximately PKR 7.5bn¹ and was a fully owned subsidiary of PurePack Limited, UAE. Shah’s predecessor, Noor Azam, had managed the central Sindh territory very well and had recorded phenomenal growth. The retail outlet coverage had increased during Noor’s time, along with Amir’s investment in the territory. Knowing he was up against an outstanding past achievement, Shah had studied the data of the area and Kazmi Agency’s performance for the past two years and had concluded that there was still greater potential in the area. Amir Kazmi, owner of Kazmi Agency, was an astute businessman who visited his Sukkur market regularly. He knew the distribution business well and had benefitted from it. He was fully aware of the importance of working on relationships with his retailers in the FMCG industry because competition was high and loyalties needed to be nurtured. Like any businessperson, he was concerned about the growth and profitability of his business. Kazmi’s business had increased quite rapidly from a turnover of around PKR 8.7m in 2008 to one of around PKR 54m in 2014, indicating the potential in the Sukkur district. Shah, who was new to the territory and early in his career, was still grappling with the fact that the growth in central Sindh had been phenomenal and that expectations were high for him. He had gotten working on the territory while keeping in mind advice from his boss, Nabeel Asad, who had told him to identify one area at a time so that he could go about achieving his growth targets in a focused manner. This case brings out the challenges that young ASMs face while in the field, when they have to deal with experienced distributors in the Pakistani retail trade, especially in the smaller towns where relationships can greatly affect business. Students will gain an understanding of the key performance indicators required to focus on developmental issues in a territory. It will enable students to appreciate financial considerations as a major tool in dealing with intermediaries (distributors, in this case) and get hands-on experience in a method of convincing a distributor of his past investments and profitability and paving the way for further investment for retail expansion.

This case is designed for use at the postgraduate level in sales management, channel management and strategic marketing courses, as well as in executive management programs. It can be used at later stages of a course and show a link between a company’s requirements and a distributor’s goals. The students should have field experience or aspire to get into roles dealing with intermediaries, such as distributors. The case gives students a practical, hands-on experience in working on simple profitability calculations and pushes them to challenge the assumptions that need to be made. The case attempts to trigger a discussion on distributor management and its challenges in Pakistan, where managing relationships while keeping in mind the business perspective is imperative. Identifying the right geographical territories to focus on and working on the financials of the distributor are the key learning deliverables. The case is accompanied by a spreadsheet with calculations. This spreadsheet is for the instructor’s use and is for demonstrating calculations as the class progresses. By using the spreadsheet, the instructor can practically demonstrate the effects that changes in investments, expenses, etc. have on the distributor’s profits. It can even be used to build a far more complex situation than the one given in the case (advice for which is provided in this teaching note).

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The questions raised in the case study could escort a classroom or online discussion for understanding licensed product consumption motives among the internal workforce.

Despite the Asiad (an abbreviation of Asian Games) being organized in the most populous continent, its financial profitability is minimal compared with the summer Olympic Games and other major sporting events. Thereby, Asiad board members are seeking to understand how they can target the right segment via licensed products. This will ultimately increase licensed product sales. On July 1, 2017, a board meeting was held in which the licensing product manager, Young Lee, proposed to target the internal workforce via licensed products based on 17th Asiad’s data and previous literature. Lee analyzed the attributes of licensed products sold at 17th Asiad and its psychological connection with the internal workforce. Hence, the purpose of this case study was to decipher the internal workforce feasibility as the right segment to target via licensed products for Asiad's management. The case study’s primary data was collected via IB worldwide (now Galaxia SM CO, Ltd), one of the leading sport marketing organizations in South Korea. The IB worldwide (now Galaxia SM CO, Ltd) signed an exclusive product license agreement with the Incheon Asian Games Organizing Committee jointly and individually with the Olympic Council of Asia to produce licensed products (e.g. Mascot dolls). This realistic case study should be understood through the lens of symbolic interactionism. Finally, this study is important to consider because the internal workforce licensed products consumption has gained little attention in sports marketing literature.

The case can be taught in marketing research and consumer behavior courses.

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The learning outcome is to understand the difference between correlation and causation.

The case is set during the period of the COVID-19 pandemic, globally a search for effective treatments were underway. An initial forerunner that was being considered was Bacille Calmette-Guerin (BCG), given its effectiveness in the treatment of tuberculosis and other pulmonary-related infections. While there were a lack of randomised controlled trials, initial data from publicly related secondary data sources indicated that, in countries with BCG inoculation policies, the severity of the spread and mortality of COVID-19 was muted. The case is centered around the available information on BCG and COVID-19.

Post-graduate students learning statistics as part of a degree programme. The case assumes no prior statistics knowledge and therefore is aimed at teaching the difference between correlation and causation.

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The learning outcomes of this paper is as follows: to identify unique selling points of a growing business for attaining competitive advantage; to understand the role of segmentation for Wellness Zone Headmasters (WZH); to explore different strategic choices for successful expansion of business; to help students understand the concept of customer satisfaction in a competitive industry; and to understand the importance of differentiation as a major deciding factor for the future of a business.

In March 2020, Kumud Goel, one of the directors of WZH, a chain of wellness spa and salon in Jammu and Kashmir (India), was considering different marketing strategies to grow her existing business. The company had opened two new outlets in the past two years and was looking at increasing its customer base. Kumud was concerned about keeping her customers satisfied in a highly competitive industry. She was aware that differentiation was critical for future growth. In what ways could WZH differentiate itself from its competitors at a time when the market was exploding? Could customer segmentation be the solution? What measures would WZH need to take to increase its repeat customers?

The case is appropriate for use in a 90-min class in a Masters in Business Administration-level management course and for undergraduates, especially marketing majors and in a module on marketing strategy and customer value.

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The learning outcomes of this paper is as follows: to analyse the drivers, mediators and threats of commoditisation. To critically evaluate the merits of different marketing options that may be employed to avoid commoditisation. To critically assess the branding-focussed or customer-focussed strategies that could be used. To develop appropriate strategies for Biotronik SA to counter commoditisation in the future.

The case begins with the protagonist and managing director of Biotronik SA, Robbie Nel, brewing over a new industry development. One of the leading private hospital groups has sent an open invitation to medical device suppliers to tender, where the lowest-priced products will win shelf space in their cathlabs. Robbie has to decide whether to sacrifice Biotronik SA’s profit margins to win the tender or risk not being stocked in their cathlabs. Or, he must find an alternative non-price-based strategy to pursue. The medical device industry is facing increasing price pressures from various stakeholders in the device-purchasing process. The decision to purchase is no longer the responsibility of specialist physicians alone. International and local market trends indicate that the medical device industry is threatened by commoditisation. Robbie has to make a decision on changing the Biotronik SA business model and strategy in response to these macro trends.

This teaching case is aimed at postgraduate students, particularly those pursuing MBA, EMBA and Postgraduate Diploma programmes, as well as specialist masters and executive education. The students should have some work experience to comprehend and assess the case from a practical perspective.

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The learning outcomes are as follows: educate the students about the challenges in the development sector in general and in work of organizations working for women empowerment in particular; understand the overall concept of women empowerment vis-à-vis social entrepreneurship; explain the importance of technology in entrepreneurship, social entrepreneurship and development sector especially in marginalized communities in developing countries; and learn operational-level resource management in a resource-constrained setting of a non-profit sector.

Kaarvan Crafts Foundation (referred to as Kaarvan henceforth) worked for women empowerment in Pakistan with a focus on creating economic opportunities for rural women entrepreneurs. The case shares different initiatives by Kaarvan for creating opportunities for economic empowerment of rural women entrepreneurs. The main focus of the case is a program “Digitize to Equalize” in which Kaarvan offered digital literacy training to rural women entrepreneurs. The program involved developing an ecommerce platform where rural women entrepreneurs could sell their handicrafts and other products. A comprehensive training activity was designed as part of the program to facilitate trainees to sell their products on a purpose-built website. The training covered different activities ranging from using smartphones, basic product photography to order handling. Even in the initial phase, the challenges were somewhat unexpected for the team as they grappled with diversity of learning among the trainees. Few trainee women were able to learn the skills quickly and requested their trainers from Kaarvan to train them on widely popular skills of social media marketing. At the same time, other trainees were struggling with basic skills and needed more time to get basics right. Because the program had limited resources, Kaarvan’s management found themselves in a fix. The mission-oriented organization wanted to ensure the best possible opportunities for the trainees but the resources did not permit to create separate cohorts for different training areas.

In terms of complexity, this case study is suited for business students enrolled in senior undergraduate, graduate programs and executive MBA programs.

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The specific learning objectives of the case are as follows: To contribute to the knowledge of environmental challenges faced by various financial companies while trying to foray into the rural markets, especially in case of insurance products’ expansion strategy; to understand the distribution strategy adopted by insurance companies in rural as well as urban markets; to apply the concepts such as mental accounting, designing and pricing of insurance products to develop an effective strategy for insurance products targeting the rural market; to be able to analyse the data available on products and the rural market structure that enables the students to derive from an implementable managerial framework and design an effective rural market strategy for insurance products; and to enable the students to evaluate the key rural market drivers, which will subsequently help them to develop a new structure of rural distribution channel.

ICICI Prudential Life Insurance Company Limited (IPRU) was trying to reach the last mile customers of rural India to tap the opportunity and meet the Indian Government's statutory requirement of financial inclusion. Even though the leadership of IPRU was optimistic about the untapped potential of rural India, and launched a separate business vertical - Rural Business Channel (RBC) in the year 2002 to cater to this target segment, yet it faced many strategic issues while foraying into the rural domain. The company struggled with both the designing of products as per the rural customers' needs, as well as the distribution of these products in rural areas. The present case study is an attempt to bring out the strategic challenges that were faced by the IPRU management, with a major focus on designing, pricing and distribution of rural insurance products. The case study will help the readers in understanding what might go wrong while entering new rural markets and how to deal with these challenges.

The case study can be used to teach both undergraduate and postgraduate management students.

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The learning outcomes are as follows. Students can assess effective business strategies, determine the role of business in shaping informal institutions, understand managing issues in social enterprises, from talent management to expansion to mission drift, and develop deeper understanding of the African context.

The case presents the challenges facing the award-winning CEO/Founder of Tanzanian social enterprise Girls’ Technical Education (GTE). GTE provides technology and coding skills in Tanzania, focussing on educating women and girls. GTE has experienced significant success – expanding into neighbouring Malawi. GTE has a strong vision and mission, clearly articulated and prioritised by the Founder and his Board. Hybrid organisations, blending a social and financial mission, are expected to experience management tensions or mission drift, yet GTE seems to have avoided this. As an emerging organisational form, social enterprises – like GTE – often face hurdles regarding legitimacy and acceptance in the markets in which they operate. GTE is working to understand the Tanzanian and regional contexts and challenges in these ecosystems, seeking to influence norms and bring about positive impact.

Postgraduate courses including MBA, Executive Education and courses focussing on Organisation Studies, Management and Strategy.

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The learning outcomes are as follows: assessing the changing trend in the needs of the customer, leading to evolution of new types of businesses in the urban areas. Deep understanding of household service industry and its future. Assessing the skills and capabilities required to become an entrepreneur and follow entrepreneurship. Understanding the aggregator, two-sided business model prevailing in the market. Understand the concept of business-to-business (B2B), business-to-consumer (B2C) business model in household industry.

This case study is about two first-generation entrepreneurs from India who started a new innovative service delivery platform, UrbanKare with a vision to organize the household maintenance services industry. The company was founded in 2016 with a seed capital support of the State Government. The idea behind this initiative was to provide customers a professional, reliable and convenient household repair and maintenance services at their fingertips. The biggest challenge they were facing was that of aggregation of service providers (skilled workforce) and maintaining the service quality in the context of B2B and B2C service provision.

PG level courses – Industrial Marketing Startup and Business Entrepreneurship.

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The learning outcomes of this paper are follows: students should be able to understand the complexity related to the provision of safe drinking water for disaster-hit areas and effective solutions to overcome this problem. Also, students should be able to evaluate the need for awareness about post traumas mental health especially in case of disasters and identify how technology can provide answers to such critical issues.

The case represents a unique scenario where the head of an organization has moved away from the financial prospect and invested time and efforts for the provision of safe drinking water to the inaccessible areas and devise strategies for the improvement of disaster relief operations.

Undergraduate and post graduate students.

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The case presents an ideal platform for discussing the branding strategy, brand elements and the factors that contributed to success of an entrepreneurial venture in the quick-service restaurant (QSR) segment. Further, it enables students to discuss changes that are necessitated as the firm looks for new growth avenues. After working through the case and assignment questions, students will be able to analyze the entrepreneurial journey of a startup in red ocean markets by assessing the factors that contributed to its success; comprehend the importance of branding strategy for small business – choosing/designing of brand elements and selecting the positioning strategy; and assess changes needed in the branding strategy over time and devise strategies for the continued success of the firm.

Kolkata-based QSR chain Wow! Momo was bootstrapped with a meager INR 30,000 in 2008 by two school friends Sagar Daryani and Binod Kumar. It went on to become India’s Wow! Momo very first QSR specializing in momos. By the year 2019, Wow! Momo was dishing out India’s favourite street food, “momos” from 300 outlets across 15 cities. It also claimed to have captured 90% market share in the organized momo business. The startup grew at a CAGR of over 50% between 2015 and 2019 and reported INR 1.19bn revenue in financial year 2019 with an EBITDA of 9.3%. Wow Momo Foods Pvt. Ltd (WMF), the parent company of Wow! Momo, had tasted stupendous success within a short period and set an ambitious goal of achieving revenue of INR 10bn by 2023–2024. Wow! Momo had achieved top of mind recall among the target customers and was also vying for the same share of wallet as formidable international giants such as McDonald’s, Domino’s, Burger King and KFC. However, compared to these large players, Wow! Momo offered a limited menu and a smaller average ticket size. At the same time, Wow! Momo’s market share was also threatened by a host of branded momo players that offered a similar menu and pricing. Both these factors did not argue well for WMF’s mammoth growth objective. Achieving revenue of INR 1.19bn in a matter of just 10 years was no small feat, but reaching targeted INR 10bn in half that time needed a different game plan altogether. The founders clearly needed to rethink their strategies for the next phase of growth. What would be the next growth driver for the company? Should it look for greener pastures outside India? Was it time to diversify the menu and think beyond momos? If so, then should new items be added to existing menu or a new brand be launched altogether? The case maps the journey of two entrepreneurs as they went on to set up a successful QSR chain. It examines their trials and tribulations as well as successful implementation of marketing strategy. It also looks at the dilemmas faced by a startup as it searches for new avenues for growth.

Graduate and postgraduate courses in Management.

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Teaching Note and Exhibits.

The learning outcomes are as follows. The case offers a rare opportunity to understand the unique market dynamics of feminine health and hygiene products in an emerging market. The discussion would enable learners to comprehend different stages of “new product development process”; understand “diffusion of innovation” and consumer adoption process; conduct a comprehensive situation analysis to assess segment attractiveness; and plan market-driven “product commercialization” strategies to increase adoption and sales for long-term performance.

Peebuddy – “India’s first portable female urination device” that gave women the freedom to stand and pee in unfriendly toilets was launched in 2015. Over two million units were sold by December 2019. Riding on this success, Deep Bajaj – the creator of Peebuddy built a 20-product company from a small bootstrapped start-up, over a four-year period. After receiving two rounds of funding, Bajaj knew that for the next phase of expansion, he needed to showcase Peebuddy as the star product. Facing the challenge of getting over the chasm of limited adoption of an unconventional product in the intimate feminine hygiene and almost taboo space in an emerging market such as India, Bajaj was determined to retain the first mover advantage and emerge as the leader in the category. For this, he had to define his lead user distinctly and design appropriate strategies to increase consumer reach and sales that could overcome the challenges of cultural stereotypes.

MBA-level courses in marketing management (core), consumer behavior and product management.

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The learning outcomes are as follows: understanding of the principles of choice overload and the impact of consumer choice overload on company sustainability and growth prospects; understanding of how several heuristics inform consumer decision-making; applying nudge theory to interpret and clarify the impact and consequences of nudges on consumer decision-making; and considering the challenge of a newly appointed CEO to influence consumer choice.

The case study and teaching note offers insights into the use of behavioural economics principles in consumer choice. The case study methodology was used to design, analyse and interpret the real-life application of behavioural economics in the retail sector. The case demonstrates how choice overload, dual process theory, decision heuristics and nudge theory play a role in consumer decision-making. The case offers insights into the application of behavioural economics to support the sustainability of a company in an emerging market context. Managers can use the findings to consider how to use behavioural economics principles to drive consumer choice. The application of behavioural economics to an industry facing challenges of sustainability offers new insights into how to design spaces and cues for consumer choice.

The case study is suitable for course in business administration, specifically at postgraduate level.

Teaching notes are available for educators only.

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This case study focuses on the problems that a company have in segmenting a local market of a gas distribution company and some strategies that they can use for developing a viable market segmentation to target the right segment that will provide a good economics, revenue base customers who also have the mindset to change to a new product. At the end of this exercise, students should have a clear understanding of the following: the essentials concepts of market segmentation, targeting and positioning and how they can be leveraged so that businesses increase their returns; the main elements/steps that drive market segmentation and business positioning; the appropriate methods for market segmentation when targeting local markets for a city gas project; and the challenges companies might face when changing a product.

In 2018, commercial customers began asking Abu Dhabi National Oil Company (ADNOC) Distribution to provide a sustainable solution to ensure a continuous supply of safe gas and avoid the interruptions and hazards associated with the supply of liquefied petroleum gas (LPG) to their premises. The request was discussed with the ADNOC marketing, supply and trading (MST) Division to investigate the possibility of growing the natural gas business in the Emirate of Abu Dhabi, thus contributing to the Emirate’s security, economy, environment and community, and ultimately to ADNOC Strategy 2030. Khaled Salmeen, Director of the ADNOC MST Division, believed that industrial customers accounted for higher business volume and profitability. Nevertheless, he advised Shuhab Al Shehhi, the City Gas Project Manager, to study the potential benefits in targeting both residential and commercial customers as part of ADNOC’s responsibility towards community engagement and investments. Al Shehhi had to address several questions: How could the City Gas Project be strategized and positioned so as to target all market segments? What were the potential outcomes? Would targeting all market segments strengthen ADNOC’s brand position?

This case study was written for Marketing and Strategic Management courses in Bachelor of Business Administration programs.

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Gaining skills in analyzing context during a crisis situation, using a political, economic, social, technological, legal and environmental framework understanding strategic leadership engagement with stakeholders to cultivate an environment for emergent change gaining skills in drawing up a strategic communications plan.

On 15 May 2020, Alec Moemi, Director-General of the South African Government’s Department of Transport (DoT), contemplates how his department can use the opportunity that COVID-19 presents to transform the transport system and to maintain relationships with business and the taxi industry beyond COVID-19? The nation was just reeling from a first: the President announced a “lockdown” which meant that all economic activity except “essential services” could operate. Life almost ground to halt and South Africans faced a new reality. No movement out of your property unless it was a medical emergency or if you needed to buy food. The minibus taxi, an economic enabler to millions of South Africans also had to stop operating. The South African DoT had a mammoth task of communicating to a range of stakeholders. However, the most sensitive being the minibus taxi owners, drivers and their related associations. How would they accept the news that they will not have a livelihood for the next few weeks or perhaps even months? Given the nature of industrial shift patterns and need for a more flexible transport system for workers, some organisation’s such as Nestlé contracted private transport services to ensure their staff travelled to work safely. Nestlé also had their own compulsory sanitizing protocols in place to support private transporters.

Postgraduate programmes, including MBA, MPhil Corporate Strategy and Masters’ Public Administration and Executive Education Programmes.

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CSS: 7 Management Science.

The learning outcomes are as follows: identifying and prioritising of stakeholders’ needs during crises; gaining insight into applying contextual intelligence in leaders’ decision-making on philanthropic investments; and evaluating initiatives by differentiating between creating shared value and corporate social responsibility.

On 15 March 2020, Bruno Olierhoek, Chairman and MD, Nestlé East and Southern Africa considers his dilemma of where to focus his community support initiatives during COVID-19, which could reflect their company’s purpose of enhancing quality of life and contributing to a healthier future in their response to the crisis? Also, creating shared value (CSV) was in their DNA as a company, and they wanted to do more than philanthropic gestures; therefore, they had to decide carefully about leveraging their strategic partnerships in the relief effort. The case highlights existing community involvement projects, pre-COVID-19, which illustrate multi-stakeholder collaboration. These existing trust relationships and partnerships are then leveraged during the COVID-19 pandemic. The case highlights unintended consequences of Nestlé’s gesture of donating food products to the 5,000 frontline health-care workers for specific stakeholder groups, such as the positive emotional responses of Nestlé’s own employees. These events in the case relate to existing theoretical frameworks, such as corporate citizenship which elicits pro-organisational behaviour in stakeholder groups.

Postgraduate programmes MBA or MPhil.

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CSS: 7 Management Science

The case describes the fall of Eskom, which in 2001 was named the Financial Times’ Power Company of the Year, but by 2019 was suffering from “systemic corruption, malfeasance, fraud and state capture” that had “compromised the credibility of the organisation and eroded investor confidence”. Eskom’s incompetent management lays the ground for reasonable doubt as to whether the force majeure notice was indeed irresistible. The case suggests several methods available in financial markets to hedge risk – but to what extent are these relevant and appropriate? The main objective of the case, however, is to examine and assess the criteria required to claim force majeure. Two aspects are questionable: Was the virus unforeseeable and was it irresistible? Eskom is “bleeding” R².5m per month because of significantly reduced electricity demand, and while it clearly benefits Eskom to break their supply contract, the consequences for Exxaro are far more dire. And, if carried to conclusion, how would such actions impact the entire economy?

In April 2020 South Africa’s stated-owned electricity utility Eskom sent a pre-cautionary force-majeure notification to Exxaro Limited’s Grootegeluk Coal Mine. The notification, citing COVID-19 as an unforeseeable, external and irresistible event, would have disastrous consequences for the mine’s 25 m tonnes pa coal contract to supply Eskom’s Medupi power station. Not only was the legality of the force-majeure questionable, it was unethical, and not in the spirit of President Ramaposa’s call to businesses to continue paying contractors. The case briefly describes Eskom’s troubled history following South Africa’s 1994 democratic election. It examines the force majeure clause common in contracts, and questions whether COVID-19 meets the criteria of an “unforeseeable, external and irresistible” event.

MBA and Executive Education

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Students should be able to use the case study in debate apply theories relating to the subjects specified.

The case is based on a fictitious South African company going through emergency response conditions analogous with what many businesses are encountering during the COVID crisis. The protagonist is struggling with structural challenges imposed on the business by unpredictable and uncontrollable external pressures and needs to make transformative decisions which might impact the culture, organisational design and digitisation of the business.

Post-graduate general management.

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CSS: 7 Management Science.

The present case study would help readers to understand paternalistic leadership behavior with its underlying theory. Readers would be able to appreciate the nature of experiences employees may have while working with a paternalistic leader high on authoritarianism. This case study would motivate readers to work out appropriate strategies for working under paternalistic bosses. The teaching note sensitizes readers about the complicated relationship between paternalistic leadership and culture.

Pyramid Globe Management Institute (PGMI) is struggling to generate revenue. PGMI founder, Tugmanshu Lakhani, has to find out new sources of revenue to keep the institute functioning. He constitutes a team of three professors for starting a new academic program with a foreign university. The initial success of the team brings favor from the founder but jealousy from the colleagues reeling under job threat. High authoritarianism and interference of the founder create a problematic situation for the three professors. When the new program starts showing promising results, the founder gets apprehensive about whether the new course may hurt the enrolment in the flagship program of the institute. The authoritarian and erratic behavior of the founder had a demotivating effect on the team working for the new program. Some team members resign under pressure while three professors stay to ensure the launch of the program. The professors have to resolve the conflict between their commitment toward PGMI in a troubled time and a career uncertainty if they continue working for it. Anticipating no change in the behavior of the founder and an uncertain future with PGMI, three professors quit after the start of the new program. The founder may continue losing committed employees if he is unable to balance his authoritarianism with benevolence and moral behavior. It will create more problems for PGMI in the future.

This case can be used in organizational behavior, leadership and team-building courses in the regular Master of Business Administration (MBA) programs. The case can further be used in the executive development program, especially for analyzing the leadership problem in higher education organizations.

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Learning objectives of this case is to understand the hairdressing industry and develop the sub-branding strategy. After reading this case and practicing in class, students should be able to understand this business and marketing terminology and apply them in the real world. Students will learn the branding strategies: brand extension, brand architecture and brand portfolio. Students will design (DS) the brand name for the new store.

Case synopsis Mr. Tai-Hua Teng (aka TR) was a hair artist and opened his first hair salon, vis-à-vis (VS), in 1989 using a high-end positioning strategy. VS focused on offering superb and diverse services to keep ahead of the competition rather than trying to undercut prices. VS hair salon had a solid foundation based mainly on the elite, celebrities and high-salary customers. In 2017, TR owned 16 stores (including one in Canada and two intern salons), 1 academy, 265 employees and 3 brand names. The three brand names were VS, DS and concept (CC). DS and CC were less known to the public, so now these two brands had been carried the parent name and were known as VS DS and VS CC. Quick cut hairdressing businesses were thriving because customers needed quick and cheap hairdressing services. Acknowledging the benefits of entering the highly competitive quick haircut market, TR began to contemplate the new brand name and services to offer. VS had adopted the brand house strategy but TR wondered if it was better to have an individual brand name when entering the quick haircut market. The sub-branding strategy carried the established quality assurance of VS but there was possible brand overlap. An individual new brand name might lack the well-established values from VS but it also showed the potential to reach different segments of customers. TR’s decision to make: a branded house or hybrid? This case showed a high-end hair salon facing the need for simplicity in the market and considered how to expand its business to the lower-end market. Keywords: hairdressing, brand extension and sub-branding strategy.

Level of difficulty: easy/middle level to undergraduate courses specific prerequisites: it is not necessary for students to prepare or read any marketing theory or chapters of the textbook. However, it would help a more in-depth discussion if students know the CCs of brand architecture, brand portfolio, brand extension and line extension.

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This case was written to help students develop their analytical and decision-making skills with regard to sales force evaluation. It identifies a variety of issues – in the Pakistani context particularly – within the sales force environment, including union representation, sales force team conflicts and power dynamics between superiors and subordinates. The various case lessons will enhance students’ analytical, negotiation and team-management skills. This case can be used to discuss the following issues: the complexity of objective and subjective evaluations of a sales force, sales force perceptions and cultural nuances for succeeding in Pakistan. Distribution structures and management in Pakistan. Characteristic features of the Pakistani pharmaceutical market. Students will be able to explain how salesperson performance information can be used to identify problems, determine their causes and suggest sales management actions to solve them. Students will be able to differentiate between an outcome-based and a behaviour-based perspective for evaluating and controlling salesperson performance. Students will understand how to control one’s behaviour in conflict situations by identifying common interests and achieving a “win-win” situation.

The Al-Ain case describes sales force management and sales force evaluation in a situation that involves a high-performing team operating in a hostile environment. Al-Ain eye centre (Al-Ain), located in the city of Karachi in Sindh state of Southern Pakistan, is a small-scale hospital that has diversified into the pharmaceutical business. Al-Ain’s product portfolio includes analgesics, antibiotics, ophthalmology products and cardiology products. This case focusses on team management and the relationship between a sales manager and subordinate salespeople in the context of Pakistani culture. A sales representative has received a poor performance assessment, which he perceives to be an unfair evaluation of his efforts. As a result of the situation, he subsequently joins a union and creates problems for his superiors. As they explore these management issues within a sales force, students will develop an appreciation for objective methods of sales force evaluation, as well as for the complexity of handling high-performing teams, the importance of employee perceptions and the scope of subjective biases in sales force evaluation that can emerge in practice.

The case is suited to undergraduate or MBA courses on sales management, organizational behaviour, distribution management, marketing/strategy and pharmaceutical industries. It addresses issues of sales force management, sales territory allocations, sales target fixation, team conflict, promotion, team bonus and distribution management in the pharmaceutical industry in Pakistan.

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The cases highlight the challenges in running a new start-up especially by women in a developing nation such as India in a high growth industry. The success of a business depends on employee motivation, sales, marketing, functional coordination and coordinated efforts from all the executives. Experten Office Supplies Pvt. Ltd. (EXOS) was women empowered entrepreneurial startup (printing) in Mumbai established themselves as a trustable brand among their clientele for their office stationeries need. At Initial stages, they started with a good pace and growth in revenue. Directors of EXOS, Komal and Upasana Sanjay Kumar, were facing a downturn, their declining sales and were stressed regarding the resignation of their core member Pravin. The reasons for the situation were many, including unplanned motivational factors, non-risk-taking ability, no proper sales management (organization structure), planning process issues, lack of reward system and dependency on a person, less marketing initiative. These issues must be resolved to come back in the business, increase its sales, better sales organization structure. After the case analysis, students should be able to: know the key role of marketing and sales as a management function. Develop motivation policies for the salesforce and key team members in the organization. Understand the salesforce retention strategies of the organization.

In September 2019, directors of EXOS, Komal and Upasana Sanjay Kumar were discussing the downturn of EXOS and were stressed regarding their declining sales and profit margin. Both were disappointed at the resignation of their Business Manager. They were in worry as the new deal that they were about to get which could have made them earn, but Pravin resigned from the job in short notice. The case has short- and long-term aspects. The short-term aspect is about the decision related to EXOS’s top performer, Pravin, how to retain him, which motivational factor will help him to rethink his resignation. The long-term aspect deals with framing a motivation model that will prevent the organization from a similar situation in the future. The case outlines the human resource management issues and particularly the importance of motivation to retain the talent of a small startup firm. Directors recognize the importance of Pravin and they have a realization that the deal on which Pravin is working is critical. Under this situation, Upasana has to stop Pravin.

Undergraduate, Master of Business Administration (MBA) or in the Management Development Programs.

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Identify, compare and contrast current and aspirational organisational cultures. Describe desired leadership capacities and how these contribute to building a culture and strategy. Describe ways to align culture with strategy including building an ambidextrous organisation.

Growth remained flat for Tech SA towards the end of 2016. As a subsidiary of a global information technology services firm, Tech SA was under pressure to meet its growth plan. With this in mind, a new culture and values framework to be more innovative, collaborative and responsive had been adopted. This was to match the demands of the volatile, uncertain, complex and ambiguous world the company finds itself in. While the organisation had a tradition of serving long-standing clients and contracts to high standards, it was not used to working with radical change and disruptive innovation. To achieve this, significant changes in leadership behaviours were required. The organisation had recognised the need for these changes and a leadership development programme was devised to enable 200 of its top leaders to make the required cultural and behavioural shifts to lead in these times. Although the leadership programme was well into its second year, the targets of the growth plan had not been achieved and the leadership behaviours had not yet been instilled across the business. If the growth plan was not achieved, John would need to consider cost-cutting and retrenching. This was the last thing John wanted to do as he had worked alongside his colleagues for 12 years. What else could John do and say to the leaders to make the required changes urgently needed as a matter of survival? What would it take to deliver to existing clients and explore new products and markets?

Masters, Masters of Business Administration (MBA), Executive MBA and Executive leadership.

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The learning outcomes are as follows: to analyze host market characteristics and consumer behavior to develop sound value propositions; to distinguish the characteristics of traditional retail as opposed to the ones of modern retail; to identify the potential benefits and challenges of working with traditional retail; to discuss how informality may affect business relations; and to identify potential avenues to align divergent interests between the focal firm and traditional retailers.

The case described the situation faced by French International Company (FICO), a leading manufacturer of cigarettes, after the acquisition of Fosforera Colombiana (FOCOSA) in Colombia. FICO aimed to leverage the leadership position of FOCOSA and of its flagship brand Ferrari Lights that possess a 60% market share. However, after just a few months, it was clear that the acquired subsidiary was not performing adequately. The financial results obtained were disastrous. To face this situation, FICO appointed as the new marketing director to Waldo Tarantini who has experienced dealing with informal markets. To be aligned to the Colombian consumption pattern of five cigarettes daily, Waldo decided to launch a new presentation of the leading brand denominated Ferrari five, a package of 5 cigarettes at COP 1000. Considering that more than 60% of the sale can be explained by traditional retail, it was mandatory to secure its participation. Nevertheless, traditional retailers obtained up to 56% margin by selling single sticks. Waldo and his team rapidly needed to craft a commercial strategy to secure the participation of traditional retailers in a market plagued by informality, smuggling products and lack of control from national authorities.

The case is intended to be used at the early stages of post-graduate studies and in executive education programs addressing issues such as emerging markets, informality, the base of the pyramid, trade marketing and product launches. In particular, the case can be used in MSc in Marketing’s students, first-year MBA students or executives following short courses. The field of studies in which the case should be taught is marketing or trade marketing in particular when analyzing emerging economies.

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To examine and create an ideal pathway model that can implement aiming to change the current improper practices in managing municipal solid waste (MSW) to sustainable practices. To acquire a better understanding of public participation and community culture helps in achieving the aim of reducing the amount of waste generation, sending less waste to landfill sites and encouraging the reuse and recycling of materials instead. To help students whom the awareness in the community regarding the importance of protecting the environment and acting in a civilization way has increased. To improve the MSW sustainability practices and enhance the waste sustainability practices together with energy and material conservation. To have more extensive knowledge and awareness of issues in waste management and some of the dilemmas managers of strategic and operations face.

Abu Dhabi’s center of waste management is known as Tadweer is a governmental entity under the Abu Dhabi Executive Council. Tadweer is responsible for managing every MSWs includes collecting, transferring, segregating, treating, recycling, reusing and tracking all kinds of wastes. CEO of Tadweer Dr Salem Alkabi called his team that manages various departments such as strategy, operations, projects and licensing. The meeting was to discuss Tadweer’s future directing and strategy for mismanagement of solid waste dumping into landfills in Abu Dhabi. Dumping in landfills is the main challenge Tadweer faced. Mr. Abdulrahman Albloushi’s strategy and business development executive director of Tadweer highlighted to Alkaabi how Tadweer could improve the waste management practices to make it more sustainable. Furthermore, assisting the center gets more benefit from the waste s instead of losing this valuable waste into landfills. Consequently, Mr. Abdulrahman must grapple with some difficult questions: how much the effectiveness in collecting waste from where it generated and removing it out-of-sight?

This case study is designed for undergraduate and postgraduate students, and executive MBA students of business management programs, especially for waste management, environmental management and strategic management courses.

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To evaluate a difficult career choice under compelling organizational circumstances. To analyse a complex organizational culture to understand the nuances of career decisions. To relate career dilemmas to relevant conceptual and theoretical strands of organizational behaviour. To interpret the leadership style and its interaction with organizational culture. To determine possible strategic recourses to deal with the dynamics of destructive leadership and toxic cultures.

The case is about the experiences of Raamit Pell, a Middle-level Executive at Accadia Management Services, and his encounters with a new boss, Pret Sohn. Raamit Pell had joined Accadia at a time when the organization was undergoing some political and cultural turmoil. When Pret Sohn came in as the new Chief Executive Officer six months later, there were a lot of expectations. But, Pret Sohn too began following Accadia’s existing political culture, indulging in unhealthy organizational practices. He caused mental harassment to many executives. One such executive was Raamit Pell. Despite Raamit’s excellent performance, Pret Sohn denied him a well-deserved promotion. Sohn justified it by saying that performance alone did not matter. Raamit felt deeply disturbed and considered quitting Accadia. He was reluctant to leave as a defeated man. Subsequently, he received an offer from another subsidiary of Accadia’s holding agency. As he was undergoing a three-month mandatory notice period for his release, Raamit became concerned about his decision to leave Accadia. Deep in his mind he longed to redeem his hurt pride at Accadia. So, he was pondering whether he had taken the decision to resign in haste.

Level: Post-graduate/doctoral and executive education programmes in management and allied subjects. Courses: Courses in Career Decisions, Organizational Behaviour, Leadership, Organizational Culture and Organizational Ethics.

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The learning outcomes are as follows: what tasks are to be done by medical representatives in pharmaceutical industry? This study also highlights various competencies required to do effective selling in this industry; analyzes and discusses different unethical practices going on in the market; explains why ethical norms are necessary in sales context when sales targets are already achievable with unethical means; and develops and comments on strategies Flori Pharmaceutical can make to overcome on these unethical issues. What should be the response of Dahar to the email of Naveed khan? What course of action should be taken by Dahar in the deceitful reporting case of Mohsin Ali?

Flori is considered a leading and growing multinational organization in the highly competitive environment of Pakistan pharmaceutical industry with over 40 years of experience. The company aims to command a leading position in developing new health-care products as it offers a wide range of diabetic, cardiovascular, respiratory and vitamin products based on quality as a result of high research and examination. Recently, an email to Bilal Dahar on March 2017 from Flori’s star sales person Naveed Khan has forced management to take some strong decisions regarding ethical norms and values to be adopted by medical representatives of Flori pharmaceuticals. The email highlighted the issues related to sales pressure which are leading toward unethical sales practices. Dahar just not have to maintain Flori’s ethical code of conduct but he and his team also has to work hard to achieve more than 26% growth rate in sales revenue as compared to last year. Dahar knew that the highly competitive environment of pharmaceutical industry has led most of the stake holders to indulge in unethical behavior to achieve their individual targets. He knew that this is dangerous in long term for the multinational organizations such as Flori pharmaceuticals as if the similar behavior continues, the sales culture and values of the organization would be on stake. He also has to decide what decision to be taken against deceitful reporting issue of one of the top-performer territory managers, who was key person in helping Flori to close the sales year 2016 with the revenue of Rs. 6.4bn, a 26% growth over the last year. The case is rich enough to provide a platform regarding management of several ethical challenges in pharmaceutical selling and developing strategies based on them.

BBA, MBA final year.

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CSS 8: Marketing.

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The learning outcomes are as follows: to understand the linkage between brand development and advertising/marketing communications plan; and to understand the critical role of branding for organizations and its clients against competition in a business-to-business environment.

The case presents a very dilemma faced by firms such as Bharat Oil Company in developing economies such as India. The public sector entities in India have always enjoyed state-vested power, authority and control. Employees in the organizations lack the appreciation for concepts such as branding and marketing communications. It is a similar situation with the case protagonist Deepak Dixit. The company has completed its first phase of marketing communications/advertising exercise for Prosell, the petrochemical brand. Deepak’s boss Aakash wants Deepak to prepare the marketing communications plan for the second phase of Prosell. Deepak’s meeting with the customers and line managers left him perturbed about the success of the first phase of brand Prosell. The case ends at a point where Deepak has to come up with a branding and marketing communications plan rather than an advertising plan. Research methods: this case is based on data gathered from primary interviews with the case protagonist (name disguised), five line managers and eleven actual business customers of the Bharat Oil Company. Secondary data has been collected from published reports and company website. The name of the company has been disguised.

Postgraduate, Executive, Undergraduate.

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The case can be used in the subject areas of marketing, strategy, business model innovation, and general business growth, particularly those with a focus on emerging markets.

This case can be used in postgraduate and post-experience business courses such as Master's degrees in Business Administration, postgraduate diplomas, executive education, or specialist Master's degrees.

This case looks at craft beer business Jack Black's Brewing Co. started in 2006 in Cape Town. After humble beginnings, protagonist McCulloch grew the company rapidly with a focus on the strategic “tap” market across the country. After systematically working with a number of contract brewers the company finally invested in their own, industrial-scale brewery and brewpub. The dilemma facing McCulloch and Jack Black's Brewing Co. is one of cash flow. In order to generate cash flow, the management team needs to drive sales so that the brewery operates at full capacity. While it strives to attain this goal, there are considerable cash flow and liquidity challenges.

The development of an understanding of an effective marketing mix to position a niche and young brand.

An understanding of the concept “co-opetition” and how it works in a growing market.

The ability to assess the various growth stages of a business.

The case can be used in the subject areas of marketing, strategy, business model innovation in an emerging market. The case introduces a practical example of brand extension as a growth strategy employed by an existing brand to secure additional revenue channels and customer touch points.

This teaching case is aimed at postgraduate business students such as Master's degrees in Business Administration degrees, postgraduate diplomas, executive education, or specialist Master's degrees.

Kauai is a health restaurant with 150 stores across South Africa, Namibia and Botswana, more than 50% of which are franchise-owned. An acquisition of the original Kauai quick-service restaurant (QSR) chain by Real Foods in 2015 leads to a complete rebrand and overhaul of its product offering and store experience. Since the acquisition, the business operates as a startup with few formal processes and KPIs in place to drive performance. Despite the obvious success the team is battling with the factors that need to be considered to ensure that they can scale adequately to realise full potential. Plus how should they position the existing brand effectively within the FMCG space to maximise the contribution of brand equity to its success?

–The understanding around the business model of a strong, existing brand entering a highly competitive and price-sensitive FMCG.

–Analysing the marketing strategy and brand identity approaches that could be used.

–An understanding of the brand extension strategy that could be implemented in light of various challenges.

–Understanding how retail marketing works in an emerging market context.

To appreciate the link of marketing strategy in terms of a brand launch, implementation and sustainability for business growth; to appreciate the complexity of consumer behavior in the purchase and usage journey of consumers for condoms; to analyze the nature of competition for the entry of a differentiated new brand; to analyze points-of-parity and points-of differentiation for uniquely positioning a new brand in the condom category; and to examine, analyze and evaluate strategic options for the next stage of growth. To make choices from the options.

Vishal Vyas, General Manager Marketing, TTK Protective Devices Limited (TTKPDL), had been a part of the exciting journey of launching SKORE, their new brand of condoms. In 2010, the company found itself in a rather unusual circumstance when it lost its rights to the most successful condom brands in the country. However, they had with them their sales and marketing expertise, a good team and a strong and loyal network of retailers. TTKPDL decided to enter the rather crowded Indian condom market and launch a new brand, SKORE. As a product category, condoms were particularly complex, socially, as well as in attitude toward their purchase and usage. SKORE went on to optimally using marketing strategy and gaining a strong foothold by capturing market share from strong players with a differentiated positioning of a brand that was youthful and quirky. By 2017 after having steadily grown the brand, Vyas was now looking for the next level of growth in a market, which not only appeared to be stagnating but also one where competitive activity was increasing. He was considering different options for SKORE’s growth. For TTKPDL, the strategic choice may be between expanding to new markets and new segments of consumers or capturing more of their currently defined target group or both. If they wanted to do something different, should they also look at expanding their product portfolio? Vyas needed to decide on the next move.

This case can be used in the core MBA Marketing Management course or core marketing course in the executive education program to highlight the important link of marketing strategy to business strategy. It can also find a place in marketing strategy and consumer behavior courses. It clearly demonstrates the launch and implementation of a new brand in a cluttered market of a sensitive product category and considers strategic options for further growth. The case is designed to help students appreciate consumer behavior for a sensitive product category and the entry of a new brand with five strong brands leading the market. It guides students toward looking at different options for the next level of growth and making recommendations.

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This case study aims to expect the following learning outcomes. A better understanding of the nature of a psychological contract being developed by employees in non-profit organizations, especially working in the areas of social development and the impact of this contract on employee commitment. Enhanced understanding of conflict of interest (personal versus public) in social development organizations and its implications. Identification of issues of task conflict versus interpersonal conflict and its impact on organizational functions. Identification of dynamics of exclusion of internal stakeholders from organizational strategic decision-making process along with its impact on organizational performance and sustainability. Devising a mechanism to avoid such conflicts in social development organizations, in particular, and organizations in general.

This case highlights five issues as follows: it identifies and discusses conflict of interest between privileged class possessing decision-making positions in the board of directors and implementers working at the grassroots level at ANMOL (a non-governmental organization working for poor girls education in Baluchistan-hub of China–Pakistan Economic Corridor); it discusses the basis for formulation of psychological contracts and impact of its violation on stakeholder’s commitment and motivation; it discusses the implications of difference of opinion of both stakeholders regarding organizational vision and possible drawbacks of converting task conflict into interpersonal conflict on individuals, organization and end-users; it explores implications of exclusion of key stakeholders from organizational decision-making and its impact on organizational smooth working and sustainability; and it suggests a mechanism to avoid conversion of task conflict into interpersonal conflict and smooth functioning of an organization. Hence, this case discusses theories of conflict of interest between top-leadership and workforce, psychological contract and implications of its breach on employee motivation and organizational sustainability in the context of social development organizations.

This case provides sufficient material to be discussed at master level courses (management sciences – master of business administration (MBA) level) such as human resource management (dynamics of psychological contract and conflict resolution), leadership and change management in social development organizations (social enterprises).

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This case study outlines the marketing, strategic and organizational issues facing the ever-expanding agri-inputs market in India, through the perspective of Agroy – an agri-products company. This case can be used to assist in the teaching courses such as marketing management, rural marketing, business strategy, operations and logistics management, among others, for students of MBA or other specialized courses in management. The case has been developed to make students aware and to understand the arduous nature of setting up a company catering to the huge Indian agri-inputs market. This case delves into the complexities of marketing in rural India that is characterized by low technological awareness, low volumes of digital transactions and immense language barriers. The Indian agricultural market is huge and has undergone a considerable amount of change owing to competition among multinational companies and traditional local micro-retailers. This case discusses the various challenges faced by multinational companies in entering India and how they need to strategize to modify their Western model of a distribution channel which faces huge challenges when put to test in India. Specific learning outcomes include: the case study would help students to comprehend the new business strategies that an MNC could adopt in emerging markets. Some companies work on changing traditional and conventional value chains of activities to fit the emerging market customer’s best and hence companies needs to figure out a unique business model to compete in emerging markets. This case study gives readers the opportunity to think about strategy in an uncertain environment. The case illustrates the challenges associated with innovating new business ideas that would help the company serve a greater number of people from a diverse background. It highlights the importance of thinking about real options, a portfolio of projects and the type of organizational structure required to tackle the uncertainties associated with foreign companies aiming to enter the Indian market. It also explores marketing and distribution issues – which are the type of customers to target and which are the suitable geographic areas with suitable linguistic compatibility in which there shall be ease in doing business. Finally, it is an avenue for students to think about the changes necessary throughout the distribution channel to successfully implement and commercialize a project in rural India. The case is intended to work well as a learning tool for strategy implementation where uncertainty is inherent and as an application to lectures on real options and risk or for discussions related to marketing and distribution channels and its challenges.

The Indian agricultural market plays an important role in India’s economy having a staggering 58 per cent of rural households depending on it as the principal means of livelihood. However they have very small landholdings, and hence, they find it difficult to order either large quantities or in bulk, as a result of which the cost of agricultural inputs gets enhanced. Agroy, an MNC, is one of the many companies that have stepped in to bridge this gap by trying to tap into the huge agricultural market. Agroy aspires to be the “UBER of agriculture.” Agroy is a cloud-based buying platform for farmers to buy agri-inputs efficiently at scale and at the best price from around the world. With big data and smart farming, the company aims to enhance farm sustainability and productivity. Agroy’s competitors like Agro Star and Big Heart also have similar business models and hence the competition is stiff. The three debatable questions that the case poses are: Will Agroy be able to shatter the age-old loyalty that Indian farmers have toward local retailers and other Indian companies that have an existing strong foothold in the market? Will similar distribution models as practiced in developed Western countries work in India, given the distribution challenges in deep rural Indian hinterland? Will Agroy be able to create sustainable business models by marketing agri-inputs at low prices in India?

MBA in courses such as entrepreneurial marketing, strategic marketing, agricultural marketing.

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CSS 8: Marketing.

Learning outcomes (objectives and outcomes) are as follows: to understand the brand positioning, brand building and category extension decisions of a pharmaceutical brand (operative in one of the most competitive and regulated industries in a developing country); to analyze the outcomes of decisions pertaining strategic sales, branding, marketing and strategic restructuring to overcome the challenges of growth; and to design strategic solutions for developing brand equity.

This case explores the strategy of launching and establishing a pharmaceutical brand in an industry that tends to be a highly technical and the most regulated industry. It depicts market research data, industry analysis, stiff competition and regulatory affairs, and elaborates various strategic decisions taken by the company. The primary data for the case is accumulated through in-depth interviews from six industry experts on pharma marketing who were well acquainted with Maple Pharma and secondary data is gleaned from substantive literature. Maple Pharmaceuticals launched Starpram, a high-growth, high-potential generic antidepressant brand (in the central nervous system category) containing Escitalopram molecule/chemical. It had expertise cum competitive advantage in cardiovascular and anti-diabetic streams, but such initiative appeared category extension, with the intention to diversify risk and expand the company to achieve greater economies of scale. The first year sales revenue for Starpram appeared too bleak to spur further product inaugurations. Consequently, strategic overhaul transpired to establish the brand in the highly fragmented pharmaceutical industry. The firm lacked experience in anti-depressants category, coupled with poor sales, marketing mix and overall marketing strategy. Eventually, the management exercised strategic restructuring to establish brand equity and observed growth.

Study levels/Applicability graduate (MBA), MS, PhD (management sciences).

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CSS 8: Marketing.

Nota técnica: “Una mirada cercana a la gestión de cuentas clave en las empresas actuales”, preparada por los profesores Javier Silva, Fernando Zerboni, Martín Zemborain y la asistente de investigación Maricruz Prado, IAE Business School, Universidad Austral, septiembre de 2007. Apoyo audiovisual con la entrevista a Carlos Etcheverry.

Este caso puede resultar útil para: Entender la complejidad de la implementación de un sistema de gestión de cuentas clave (KAM), entender los conceptos de fuerza de ventas y las relaciones entre empresas. Analizar las dificultades que enfrentan las empresas al implementar un cambio en sus estrategias de venta y los efectos de este cambio en: la fuerza de ventas, la cultura corporativa, la organización en general, los sistemas administrativos.

En 2003, después de que Carlos Etcheverry se unió a San Antonio (SA) como vicepresidente regional para Latinoamérica, la compañía implementó un sistema KAM. Las relaciones de SA con sus dos clientes clave, Vintage y Chevron, parecían estar progresando bien hasta mediados de 2004, cuando el nuevo gerente de compras de Chevron decidió cambiar la estructura comercial de la compañía, volviendo su proceso de compras más burocrático y extremadamente competitivo. En marzo de 2005, Etcheverry debía reunirse con el gerente de compras de Chevron, puesto que dicha empresa había decidido reasignar un contrato de servicios mediante una licitación, dejando a San Antonio por fuera. El caso plantea las preguntas que Etcheverry enfrentó en el momento de la reunión: ¿Cómo había llegado San Antonio a poner en riesgo una cuenta clave? ¿Necesitaría un cambio la organización de SA? ¿Esta era la única solución disponible? ¿Qué otros factores había que considerar? Estas preguntas buscan llevar a los estudiantes a considerar cómo se podrían evitar o anticipar estos problemas, y a analizar diferentes tipos de sistemas KAM.

Se puede usar para cursos de segundo año de programas de mercadeo de MBA, así como en programas específicos de educación ejecutiva que traten temas de sistemas de gestión de cuentas clave (KAM), estrategias de negocios, mercadeo industrial y/o cursos de gestión de ventas. Este caso también se puede usar a nivel de pregrado y en cursos sobre ventas, gestión de ventas, negocios internacionales y conducta organizacional.

CSS 8: Marketing

(Core) Objetivos de aprendizaje esperados (y resultados): 1) comprender las decisiones de posicionamiento de marca, construcción de marca y extensión de categoría de una marca farmacéutica (operativa en una de las industrias más competitivas y reguladas de un país en desarrollo); 2) analizar los resultados de las decisiones relacionadas con ventas estratégicas, creación de marca, marketing y reestructuración estratégica para superar los desafíos del crecimiento; y 3) Diseñar soluciones estratégicas para el desarrollo de la marca.

Este caso explora la estrategia de lanzar y establecer una marca farmacéutica en una industria que tiende a ser una industria altamente técnica y la más regulada. Representa datos de investigación de mercado, análisis de la industria, dura competencia, asuntos regulatorios y elabora diversas decisiones estratégicas tomadas por la empresa. Los datos primarios para el caso se acumulan a través de entrevistas en profundidad de seis expertos de la industria en marketing farmacéutico que estaban bien familiarizados con Maple Pharma y datos secundarios se extraen de la literatura sustantiva. Maple Pharmaceuticals lanzó Starpram, una marca de antidepresivos genéricos de alto crecimiento y alto potencial (en la categoría de sistema nervioso central) que contiene la molécula / sustancia química de escitalopram. Tenía experiencia y ventaja competitiva en flujos cardiovasculares y antidiabéticos, pero dicha iniciativa parecía tener una extensión de categoría, con la intención de diversificar el riesgo y expandir la compañía para lograr mayores economías de escala. El primer año en que los ingresos por ventas de Starpram parecieron demasiado sombríos como para estimular la inauguración de nuevos productos. En consecuencia, se realizó una revisión estratégica para establecer la marca en la industria farmacéutica altamente fragmentada. La empresa carecía de experiencia en la categoría de antidepresivos, junto con ventas deficientes, combinación de marketing y estrategia de marketing en general. Finalmente, la gerencia ejerció una reestructuración estratégica para establecer el valor de marca y el crecimiento observado.

Licenciados (MBA), MS, PhD (ciencias de la administración).

CSS 8: Marketing.

Entender el lanzamiento de un nuevo banco en la esfera digital. Comprender la conducta de los consumidores en un entorno de creciente cobertura digital y difusión de dispositivos inteligentes. Reconocer que el valor de marca va mucho más allá del desarrollo y lanzamiento de productos. Tomar conciencia de las ventajas y los peligros de un banco puramente digital.

En 2016, Claire Solís estaba discutiendo con su equipo los caminos para impulsar el crecimiento y el conocimiento de marca de un banco sin sucursales en México. Con el fin de posicionar mejor la marca en el mercado financiero mexicano, Bankaool había decidido ser 100% digital, una institución sin sucursales. El caso presenta una historia condensada de la banca y de los cambios en la conducta de los consumidores digitales. A medida que el caso continúa, los productos de Bankaool se introducen junto con algunas preocupaciones por mantener el negocio andando, en particular con respecto a la salud del banco y su futuro crecimiento. La nueva directora de mercadeo y su equipo tienen que decidir los siguientes pasos a seguir para aumentar el crecimiento de productos justo antes de que la industria de la tecnología financiera se vuelva más madura y competitiva; un escenario de decisiones más complejas. Mientras consideran el potencial de ventas de Bankaool en el corto plazo, también necesitan una estrategia para posicionar la marca Bankaool a largo plazo mientras se esfuerzan por acelerar el crecimiento y generar retornos para los inversionistas.

Nivel de postgrado. Ocasionalmente para estudiantes de pregrado con un conocimiento avanzado de estrategias de marca y análisis estratégico. Aplicable para analizar cómo las compañías pueden mejorar sus estrategias de marca en industrias altamente reguladas.

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CSS 8: Marketing.

Firms that are selling a relatively new market offering have to create the need for that offering. House Wonders entered a market that was not that well-informed about their market offering, and thus, have experimented with several communication channels that had different cost, and naturally different results. The purpose of this case is to encourage the students to compare and contrast the different communication methods, discuss their usage by House Wonders and come up with the best communication strategy.

This case simulates the challenges faced by a department store that is specialized in home improvement and hardware that recently started operations in Egypt. The store heavily emphasizes the role of “do it yourself” products, which is relatively new to the Egyptian customers. The case study presents the current economic conditions in Egypt, the company profile of the store and its parent company. The following sections involve explaining the concept of “do it yourself,” and other competitive advantages the store, House Wonders, has and how the management team managed to make the best out of it. The case study is concluded by explaining that in spite of all their efforts, the team is still faced with a number of challenges that are yet to be resolved, the most important of which is how to better reach the targeted segment.

Undergraduate/ MBA.

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CSS 8: Marketing.

The learning outcomes are as follows: analyze the risks and difficulties involved in the internationalization process and the impact of cultural variables (external analysis); understand how the balance between adaptation and standardization can be worked out in building a successful international marketing strategy (adaptation vs standardization dilemma); and analyze how a restructuring of marketing mix variables can shape an assertive and effective repositioning strategy (marketing-mix program).

The case of Vichy presents a specific internationalization process, from a European brand in a growing segment, to Brazil, a country with extreme cultural diversity where the barriers to internationalization are large and complex. The case can be analyzed from the point of view of brand repositioning, as it discusses the strategies adopted by the brand during entry into the Brazilian market, and its subsequent repositioning, bearing in mind a better adaptation to the market in question. The goal is to encourage discussions about how cultural barriers can influence the internationalization process of a brand and how the balance between adaptation and standardization can be worked out in building an assertive and effective international marketing strategy.

Master students.

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CSS 8: Marketing.

Learning outcomes are as follows: understanding the difference between brand identity and brand image; applying various segmentation tools; understanding the appeal of the aspirational brand and its consequence on private and public consumption; exploring the strategic options available to a brand facing a brand appropriation; exploring the pros and cons of opposing a brand appropriation; and developing a plan for the implementation of this strategy.

This case will help students understand the difference between the brand identity that the brand owners intend and the brand image that consumers actually perceive.

This case is designed to be used in marketing management, brand strategy or consumer culture course. Specifically, the case is designed for college seniors or master students with basic strategic marketing training. It should provide the basis of discussions on the topics of brand management, consumer culture, brand portfolio management, international marketing, repositioning strategy, brand architecture, brand equity, brand assets, brand appropriation and consumer relationships with brands.

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CSS 8: Marketing

Entender la diferencia entre identidad de marca e imagen de marca. - Aplicar varias herramientas de segmentación - Entender el atractivo aspiracional de la marca y su consecuencia en el consumo privado y público. - Explorar las opciones estratégicas disponibles para una marca que enfrenta una apropiación de marca. - Explorar los pros y los contras de oponerse a una apropiación de marca. Desarrollar un plan para la implementación de esta estrategia - Explorar los pros y los contras de utilizar la estrategia de Laisser-Faire en la apropiación de la marca. Desarrollar un plan para la implementación de esta estrategia - Explorar los pros y los contras de instrumentalizar la apropiación de marca. Desarrollar un plan para la implementación de esta estrategia

Este caso pretende ayudar a los alumnos a comprender la diferencia entre la identidad de marca (la que los propietarios de estas pretenden que se perciba) y la imagen de marca (la que los consumidores perciben realmente).

Este caso está diseñado para ser utilizado en un curso de gestión de marketing, estrategias de marca o cultura del consumidor. Especificamente, el caso esta diseñado para estudiantes de último año de licenciatura o maestría en Mercadotecnia ya que tienen nociones básicas de mercadotecnia estratégica. Debería proporcionar bases para las discusiones sobre temas de gestión de marca, cultura del consumidor, gestión de carteras de marca, marketing internacional, estrategia de reposicionamiento, arquitectura de marca, el valor de la marca, los valores de la marca, apropiación de la marca y relaciones de los consumidores con estas.

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CSS 8: Marketing.

Se espera que al final de la discusión sobre el caso los estudiantes alcancen los siguientes objetivos de aprendizaje: (a) diseñar el camino de salida al mercado identificando el rol de los intermediarios; (b) identificar las alternativas de distribución y los miembros clave del canal; (c) percibir las ventajas y desventajas de la intermediación y su despliegue en la gestión de canal.

El caso reporta el dilema que experimentó en 2013 Osmar Buzin, uno de los socios de la Cervecería Noi, cuyas cervezas de especialidad habían alcanzado prestigio entre sus clientes, principalmente en la ciudad de Niterói, Río de Janeiro, donde nació la compañía. Este éxito suscitó interés en otros mercados que querían vender sus productos. La oportunidad de expansión generó la necesidad de decidir cómo llegar a estos nuevos mercados: entregar directamente en los puntos de ventas, como se hacía previamente, o emplear distribuidores. Osmar sabía que podía contar con Gilmar Gutbrodt, su socio y maestro cervecero, y con Bianca Buzin, Gerente General de la cervecería, para evaluar juntos la mejor estrategia para llegar a nuevos mercados.

El caso se desarrolló para estimular la discusión sobre las decisiones y estrategias de canal, y se recomienda para estudiantes de MBA en cursos como Canales de Mercadeo o Mercadeo Comercial en Administración de Empresas.

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CSS 8: Marketing

Learning outcomes are as follows: Understand performance appraisal process and tools; apply theory X and Theory Y in managing resistance to performance evaluation; identify the causes and symptoms of resistance; identify and apply managing resistance approaches.

After attaining the height of success in terms of imparting quality education and contributing to the creation of many learned persons of the society, Public school Sukkur was facing the downward trending success for many reasons. After the takeover of management control by Sukkur IBA University, the school was upward trending for quality education, state of the art infrastructure, advanced educational lab, modern teaching methodologies. With such a change, resistance was a must. Both Active and Passive resistance from the stakeholders was impeding the success of newly named IBA-Public School Sukkur. Particularly, the resistance against the implementation of the Performance Appraisal tool and its administration. With the resistance from employees, Chang, Principal IBA Public School Sukkur had to come up a solution for the smooth administration and implementation of Performance Appraisal and manage the resistance from the employees and ensure the continuous improvement through performance appraisal.

Case study is applicable for the MBA students.

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CSS 7: Management Science.