Case studies

Teaching cases offers students the opportunity to explore real world challenges in the classroom environment, allowing them to test their assumptions and decision-making skills before taking their knowledge into the workplace.

201 – 250 of 499
Per page
102050
Applied filters:
Built Environment
Environmental Management
Marketing
Public Sector Management
Clear all
Citations:
Loading...

Abstract

Subject area

Public Sector Management.

Study level/applicability

MBA or postgraduate program courses in public policy and management. MBA or postgraduate program courses on social innovation, social entrepreneurship and public or collective entrepreneurship. Management development programs for public policy professionals, non-governmental organizations and social enterprises.

Case overview

Despite several country-wide campaigns to improve sanitation levels, India continues to be the country with the highest number of people, over 600 million, practicing open defecation. This case outlines the Sabar Shouchagar Project (Toilets for Everyone) undertaken by the District Administration of Nadia District in West Bengal that transformed the region into the first open-defecation-free district in India. The case begins with providing the context of the problem of open defecation, why it has been hard to eliminate and how undertaking a project to eliminate open-defecation-free practices has myriad institutional and economic challenges. The case then details the conceptualization and execution of the complex Sabar Shouchagar Project which involved a loose coalition of various state programs and civil society organizations. The case ends with questions on the continuity of this project beyond the tenure of the current District Magistrate and on the replicability of such an ambitious project in other parts of the country. The setting of this case, a government agency, is different than most cases and provides an opportunity for students to talk about a state agency and its interstices with civil society. This case explores how to create change through large government machinery and allows the student to explore aspects of social mobilization, social change and social innovation. If taught within a postgraduate or MBA program, the case would serve well to dispel stereotypes and biases about government bureaucracies (such as slow timelines, limited efficacy of projects and so on).

Expected learning outcomes

After discussion and analysis of the case, students will be able to: appreciate how administrators within a large government bureaucracy address an ambitious and complex public health issue in a developing world context. Understand the on-the-ground challenges that arise when a change agent pursues a worthwhile goal. There are difficulties such as getting resources beyond what a government office has access to, getting alignments between different key actors within the local community and forging coalitions. Understand initiatives for social transformation within a developing country context. Specifically, the case unpacks the cultural, political, economic contexts that determine how social innovations may be pursued. Understand capacity-building and change management. Evaluate efforts required to sustain social change efforts and the challenges and pathways with respect to replication of successful social change projects in other geographies. Appreciate the design of civic engagement practices in public policy implementation.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email www.support@emeraldinsight.com to request teaching notes.

Subject Code

CSS: 10: Public Sector management.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 6 November 2017

Gerard Tocquer

Marketing in an emerging market.

Abstract

Subject area

Marketing in an emerging market.

Study level/applicability

The case is aimed at MBA students in a marketing strategy class on marketing at the bottom of the pyramid or on branding.

Case overview

A young brand manager faced the challenge to increase drastically a brand market share to 8 per cent in 2015 in a context of a new emerging market with large number of consumers living with no more than US$1.25 a day.

Expected learning outcomes

Expected learning outcomes are as follows: to familiarize students with emerging markets characteristics; to illustrate the challenges of marketing a brand to local consumers with limited financial resources to craft a marketing strategy for Pepsodent with a clear positioning, allowing the Pepsodent brand to differentiate itself and to leverage its brand equity; and to develop a marketing-mix aligned with the brand positioning.

Supplementary Materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 6 November 2017

Samenthea Pheko, Geoff Bick and Claire Barnardo

The Toyota Hilux case has been designed to show the complexities associated with managerial decision-making in a highly competitive vehicle market in South Africa. The case…

Abstract

Subject area

The Toyota Hilux case has been designed to show the complexities associated with managerial decision-making in a highly competitive vehicle market in South Africa. The case centres on the challenges the Toyota Hilux faced in sustaining its market leadership position amid intense competition from its rivals and changing customer preferences.

Study level/applicability

The case is suited to marketing and strategy students who are eager to demonstrate their critical thinking and managerial decision-making skills as part of their Masters of Business Administration (MBA) and Executive MBA academic programmes, and delegates on Executive Education programmes.

Case overview

The teaching case focuses on the Toyota Hilux brand and the various business dilemmas that Calvyn Williams, sales and marketing manager, and his team experience prior to the launch of the next Hilux: the fierce competition from other brands and the various marketing strategies used.

Expected learning outcomes

The objective of this teaching case is to afford students a “hands-on” understanding and appreciation of the challenges faced by market leaders in sustaining their dominance and selecting the most appropriate strategies for market leaders to adopt in extremely competitive environments such as the South African vehicle market.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 28 October 2017

Sloksana Subramaiam, Farzana Quoquab and Jihad Mohammad

This case can be used in teaching Marketing Management, Principles of Marketing and Consumer Behavior. More specifically, marketing strategies, growth strategies, market…

Abstract

Subject area

This case can be used in teaching Marketing Management, Principles of Marketing and Consumer Behavior. More specifically, marketing strategies, growth strategies, market segmentation.

Study level/applicability

This case is designed for undergraduate and MBA students.

Case overview

This case illustrates the challenges a woman faces taking on the running of her family business, without any prior experience. Hema is a well-educated girl with a diploma in childhood education from UTM-Johor; she was happily working as a school teacher. Her parents are entrepreneurs Encik Sittumalai and Puan Rani. Her Mother Puan Rani set up a business in 2005, under the name of Blitz, producing and selling Indian cookies. In 2010, Blitz was one of the best homemade Indian cookies in the market of Johor Bahru, and supplied their products to five main Indian restaurants. In March 2012, Rani was diagnosed with final stage colon cancer and as a result the business was halted, and the organization was not able to pay employees’ salaries. Hema found herself left with no choice but to resign from her teaching job and take care of the family business.

Expected learning outcomes

From this case, it is expected that the students will be able to: understand the fundamental functions of marketing; learn about the four Ps of marketing including product, price, promotion and place; learn about different techniques and strategies to analyze organizations and market situation including SWOT and Porter’s five forces; gain knowledge about market segmentation and growth strategies; identify problems and challenges faced by a new manager in running a company; analyze a situation whereby a new manager needs to adapt to a new role, duties and responsibilities; analyze the external and internal environment using SWOT; understand competition using Porter’s 5 forces; think thoroughly, deeply and critically to make a decision that can solve the problem in hand.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 20 October 2017

Varun Agarwal and Sweta Agrawalla

Marketing Management, Product & Brand Management, Entrepreneurship.

Abstract

Subject area

Marketing Management, Product & Brand Management, Entrepreneurship.

Study level/applicability

This case can be taught effectively to MBA/BBA students as part of Marketing Management, Product & Brand Management, Entrepreneurship.

Case overview

The case talks about the marketing mix strategy of India’s fastest growing fast moving consumer goods (FMCGs) brand Patanjali, with a tremendous revenue growth rate of 100 per cent for the past five years, leaving major FMCG companies insomniac. Patanjali Ayurved Limited riding on Baba Ramdev’s brand equity positioned itself as an authentic Ayurved brand with ancient Indian roots. Patanjali’s product line ranges from healthcare, personal care, home care, to food and more. Patanjali’s products were priced 10-40 per cent lower than that of its competitors. Run by franchisees, Patanjali had a three-tier distribution system. These included Patanjali Chikitsalayas which were franchise dispensaries and clinics along with doctors, Patanjali Arogya Kendra which were health and wellness centres and Swadeshi Kendra, non-medicine outlets. The company has 15,000 exclusive outlets across India and plans to grow to 1,00,000 exclusive outlets by 2020. Patanjali amazed the world by achieving phenomenal success without spending much on advertising in its nascent stage. Recently Patanjali adopted the multinational corporation (MNC) style of advertising by hiring two top advertising agencies McCann and DDB Mudra to prepare the company for the next phase of growth. Patanjali diversified into various segments of the market, ranging from FMCG products, Ayurvedic medicines, Ayurvedic hospitals and a medical college. Patanjali plans to enter various categories of products including the beauty products segment to compete with major MNCs, the baby care segment to compete with Johnson & Johnson, and the sports segment to compete with Nike and Adidas. Patanjali as a brand has a strong positioning in the minds of consumers as a natural and Ayurvedic brand. Will Patanjali’s foray into so many diversified segments lead to a brand extension trap and confused positioning? Because Patanjali as a brand, solely rides on Baba Ramdev’s image, if Baba Ramdev ever finds himself at the centre of a controversy, will Patanjali’s brand equity take a hit? Will it affect the brand Patanjali? Even if Baba Ramdev does not get into any controversy, what will happen to the brand Patanjali when Baba Ramdev is no more? Who should be the next face of Patanjali? Can the brand survive without a face?

Expected learning outcomes

The case is designed to enable students to understand the following key learning points: The concept of marketing mix. Product mix, Promotion mix branding (especially “Person as a Brand”), customer-based brand equity (CBBE) model or brand resonance pyramid.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 20 October 2017

Soma Arora

International Marketing, Marketing Strategy.

Abstract

Subject area

International Marketing, Marketing Strategy.

Study level/applicability

Postgraduate Programs.

Case overview

This case investigated the effectiveness of experiential marketing on Indian customers and how it can be used to bring about significant positive change to the perception of a brand and its brand promise in emerging markets. Polaris India was a wholly owned subsidiary of Polaris Industries USA Inc. it was founded in India in 2011 with Mr Pallav Dubey as Head of the organization. Polaris specialized in building world class off road vehicles (ORVs) and was a global leader in the same. India did not have a ready-made market for ORVs as such. Mr Dubey was entrusted with the task of creating a market for the product and successfully sell it in the Indian market. There was no production facility in India and all the products were imported as Completely Built Unit (CBU) from US-based production facilities. Mr Dubey tried different communication adaptation methods using traditional styles of marketing which gave limited success. However, the concept of Polaris experience zones, which used the concept of experiential marketing was a hit and started yielding returns. The case study provided an opportunity to explore the reasons behind the success of Polaris India despite having a product whose price was affected by currency fluctuations, a product which was majorly used in agricultural areas in USA but was perceived as a premium product in emerging markets. The case also looked into the question of product adaptation and communication adaptation for successfully selling a product in the global market especially in emerging markets. The role of the chief protagonist Pallav, his contribution to the previous stints at different organizations and the role of a leader in this scenario has been brought to the forefront.

Expected learning outcomes

The case is expected to deliver answers to the following questions in an effective manner: How to price a product effectively in the International Market? What is Experiential Marketing? How is International Marketing strategy different in an emerging market?

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code:

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options

Abstract

Subject area

Marketing.

Study level/applicability

This case may be used by instructors to teach undergraduate, post graduate and executive level programmes in management. It may be used in basic marketing, branding or marketing strategy courses. The case may serve as a platform for the instructor to discuss the concepts and issues related to positioning and repositioning.

Case overview

Tata Chemicals, a subsidiary of the Tata group, launched the “i-Shakti” brand six years ago for its low-cost “solar-evaporated” salt for rural customers. In 2010, the company extended the brand equity of i-Shakti to a premium segment and launched a new brand “Tata i-Shakti” with a range of unpolished pulses. Changing the brand name and customer base from “i-Shakti for rural market” to “Tata i-Shakti for premium market” created a dilemma among customers in the market. To overcome this problem, in October 2015, the company’s portfolio of pulses, gram flour and food grade soda under “Tata i-Shakti” label has migrated into a new brand “Tata Sampann”. The company also launched a range of spices under the brand name of “Tata Sampann”. This new brand “Tata Sampann” was launched to serve the premium segment with an aim to “enrich everyday meals with extra nutrition and extra joy”. Also, this brand recreation was made by the company with anticipation to make avenues for future launches in the staples and food segment under Tata’s consumer products business. It has been almost a year since Tata Sampann was launched in the market. Given the tough competition and expected growth of the spices market in India, it remained to be seen whether “Tata i-Shakti” was rightly rebranded or repositioned with “Tata Sampann”.

Expected learning outcomes

To make participants understand the basic concepts of branding such as umbrella branding, brand repositioning and rebranding. To make participants learn about various brand elements and how they contribute in communicating the value proposition of the brand. To make participants appreciate various marketing and brand related strategies.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS: 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 28 August 2017

Gyan Prakash, Sangeeta Sahney, Soujanya Kodati and Archana Shrivastava

Choice Behavior.

Abstract

Subject area

Choice Behavior.

Study level/applicability

The case study deals with cross-gender analysis of impulse buying behavior in apparel shopping in India. Any extrapolation of this study to other markets should take into account that Indian consumers are price sensitive. The buying behavior in apparel shopping may not be directly related to other retail categories such as ready-to-eat food, consumer electronics, etc.

Case overview

Mr Khuswant Chaddha’s family business is in tatters. Market dynamics have changed over the years and his textile mill is no longer the cash cow it once was. His son, Gaurav Chaddha, a recent engineering graduate, plans to save the business by venturing into branded apparel retailing. A key component of this strategy is to figure out impulse shopping behavior in apparel purchases. The gender angle is used to better comprehend the differences in impulse buying emotions so that males and females can be targeted with greater success. A survey of shoppers belonging to suitable demographics is used as the backbone of this study. The analysis of the data presents several dilemmas in some critical business decisions.

Expected learning outcomes

The objectives of the case include: understanding how marketplaces change over time; realizing the fact that businesses should evolve over time and even highly profitable business models can become obsolete pretty fast; studying the factors which influence the choice of an apparel store; understanding impulse buying behavior and how gender plays a decisive role in it and analyzing post purchase behavior with respect to gender.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 18 August 2017

Anagha Shukre and Naresh Verma

Marketing management, consumer behaviour, rural marketing and integrated marketing communications.

Abstract

Subject area

Marketing management, consumer behaviour, rural marketing and integrated marketing communications.

Study level/applicability

The case is for the use of undergraduate and also postgraduate students of management in courses of marketing management, consumer behaviour, rural marketing and integrated marketing communications. This case may also be used in human resources’ management course lectures which focus on social capital.

Case overview

This case on the Centre of Science for Villages (CSV), Wardha, attempts to identify how value can be co-created through innovative technology and how social capital can be developed for rural markets through the use of integrated marketing communications tools, particularly word-of-mouth and the influence of opinion leaders. Effective campaigns can be designed for the target audience based on the 3A framework (Awareness, Adoption and Addition of Value) and McGuire’s Model of Persuasion. The CSV has been typically chosen for the study because its products are unique, innovative and eco-friendly and blend well with the rural lives. It has been able to enrich the lives of rural population by generating employment and in creating entrepreneurial opportunities. The biggest challenge, however, lies in educating rural consumers to accept and adopt its innovative technology in their daily lives.

Expected learning outcomes

The case study has been written to enable students to understand the concepts of value co-creation and social capital in the context of Indian rural markets. The students will learn the dynamics of rural markets by pondering over these points: understand the concept of value co-creation for rural markets; comprehend the creation of social ecology for managing knowledge in an organisation; identify the development and role of social capital and use it as a promotional tool, particularly word-of-mouth and opinion leaders(reference groups); recommend the use of different marketing mix variables for an organisation, operating in rural markets; and connote designing of effective campaigns for the target audience, based on the 3A framework and the Persuasion Model (6 steps) suggested by McGuire.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 8: Marketing

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 2 August 2017

Leandro A. Guissoni, Paul W. Farris, Ailawadi Kusum and Murillo Boccia

Faced with declining market share and sales, Natura, Brazil’s second-largest brand in the cosmetics, fragrances, and toiletries market, expanded its customer reach by moving from…

Abstract

Faced with declining market share and sales, Natura, Brazil’s second-largest brand in the cosmetics, fragrances, and toiletries market, expanded its customer reach by moving from a direct-sales company to a multichannel company. In 2014, Natura added online catalogs, physical stores, and drugstores to its well-established direct-selling model, but the results were disappointing. Between 2014 and 2016, three different Natura CEOs attempted to lead the company in the strategic transition to focus less on the direct sales consultants and more on reaching the end consumers directly with multiple channels and touchpoints. In October 2016, the company’s board appointed its former commercial vice president, João Paulo Ferreira, as the most recent CEO. Ferreira’s challenge was to find the right balance between the direct-selling and other channel formats to market Natura, thus enabling it to thrive in the face of intense competition in the beauty and personal care market in Brazil.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Access Restricted. View access options
Case study
Publication date: 1 August 2017

Pável Reyes-Mercado

Marketing of financial products.

Abstract

Subject area

Marketing of financial products.

Study level/applicability

Graduate level. Occasionally, for undergraduate students with a strong background on branding strategies and strategic analysis. Applicable to analyze how companies can improve their branding strategies in highly regulated industries.

Case overview

In 2016, Claire Solís was discussing with her team the paths to ignite growth and brand awareness of the only digital bank in Mexico. To better position the brand on the Mexican financial market, Bankaool had decided to go 100 per cent online, a branch-less institution. The case presents a condensed history of banking and the shifts in digital consumer behavior. As the case continues, Bankaool products are introduced along with some concerns to keep the business going, particularly, regarding the bank’s health and further growth. The newly appointed CMO and her team have to decide next steps to boost product growth just before the Fintech industry grows more mature and competitive – a scenario of more complex decisions. While they reckoned the potential of Bankaool in sales for the short term, they also need a strategy to position the Bankaool brand in the long term while they struggle with a need to accelerate growth and generate a return for investors.

Expected learning outcomes

To understand the launching of a new bank in the digital arena. To understand consumer behavior in a setting of increasingly higher digital coverage and diffusion of smart devices. To recognize that brand value goes well beyond product development and launch. To gain awareness on the perks and perils of a digital-only bank.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 31 July 2017

Farzana Quoquab, Shazwani Binti Ahmad, Wan Nurul Syazwani Binti Wan Danial and Jihad Mohammad

This case can be used in marketing management as well as consumer behaviour courses.

Abstract

Subject area

This case can be used in marketing management as well as consumer behaviour courses.

Study level/applicability

This case is suitable to use in advanced undergraduate levels, MBA and MSc in marketing courses that cover topics related to market segmentation and marketing mix strategies.

Case overview

This case highlights the dilemma of an entrepreneur and a manager of a restaurant who were to take a decision about the sustainability of their restaurant business. Balqis Restaurant was owned by Danny who was a retiree from Telekom Malaysia. He wanted to open a restaurant business after he came back from his long holiday trip. He conducted market research to find a suitable place to open his Arabic restaurant. He assigned Waleed Masood Abdullah as the manager of Balqis Restaurant. Finally, in June 2010, he opened his long awaited restaurant at Gombak, Kuala Lumpur. The restaurant was known as Qasar before the name was changed to Balqis in 2015 because of copyright issues related to Saba’ restaurant at Cyberjaya. The restaurant was well managed under Danny’s supervision for 4 years and successfully won customers’ hearts and loyalty before he decided to give full responsibility to Waleed in March 2014. Danny trusted Waleed because he taught and trained him. However, under Waleed’s management, Balqis started to lose its customers. Waleed also started to branch out the restaurant to different places in different states; one in Ipoh, and the other in Perak. He invested much money on renovation for all three branches, but one of the restaurants closed down in September 2014. This is because of the fact that they could no longer bear the cost of operations for the restaurant. However, he failed to learn from the mistake; they set up another restaurant, which was in Kuantan, in the same month. The sales were not that encouraging but it did show gradual improvement; yet, they once again sold it to another Arab businessman. Waleed realized his failure in managing the restaurant business in August 2015. He again opted to open another new branch which was questioned by Danny. He was in a rush to open it by the end of December 2015 to ensure that the additional profits from the current restaurants could cover the variables costs if the new restaurants were launched. Based on that, the owner had to make a decision about whether a new branch should be opened or whether they should just retain their restaurant in Gombak.

Expected learning outcomes

The learning objectives of using this case are as follows. 1. Knowledge enhancement: to help students in understanding the problems faced by a restaurant in expanding its market; to make students aware that a properly blended marketing mix is the key to business success and to broaden students’ views and understanding in targeting the proper market segment in formulating an effective marketing strategy. 2. Skills building: to be able to identify the best marketing strategic decisions to manage the restaurant business for its survival and to develop students’ ability to analyse the existing situation to come up with a viable and effective solution. 3. Attitudinal: to help the students to have intellectual openness in accepting different ways of finding solutions for a particular problem and to assist students in making the right move at the right time.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 31 July 2017

Chandan Parsad, Sanjeev Prashar and Vinita Sahay

Strategic Marketing Management. This case is also relevant for discussion in other courses like brand management.

Abstract

Subject area

Strategic Marketing Management. This case is also relevant for discussion in other courses like brand management.

Study level/applicability

Postgraduate Management students.

Case overview

Just before the official launch of “no-negative” news edition by Dainik Bhaskar Corp. Ltd, there was widespread speculation that the group was risking too much by going against the set convention of the newspaper industry. The common belief in the industry was “If it bleeds, it leads” and “good news is no news”. While endeavoring to do away with this perception, the management needed answers to questions like “Would it really be an attractive proposition for the readers?”, “Was the group compromising the role and responsibilities of press in presenting the truth to the world?” and “How would it add value to the brand?” The entire debate was pivoted around the sustainability of positive marketing strategy and “Is it a good idea to go forward with No Negative?” For decades, Dainik Bhaskar was known for its strategy of capturing untapped markets or denting into monopolistic markets and become a leader. This case is an odyssey of moving away from the “me-too” to category (positive newspaper) positioning. The main objective of this case is to build the concept and rudiments of positive marketing in practical perspectives using the backdrop of the Hindi newspaper industry and its largest player breaking the myth “only negative news sell”. Besides this, the case also evolves the process of institutionalizing positive marketing in organizations.

Expected learning outcomes

The primary objective of teaching through this case is to make students aware and understand the emerging strategy of positive marketing and its ability to break through the present clutter in the market. It also elaborates on how companies can use this tool for differentiating themselves from others.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 31 July 2017

Girish Taneja

The case has been designed specifically for a Brand Management course. However, it can be used for a basic course in marketing management.

Abstract

Subject area

The case has been designed specifically for a Brand Management course. However, it can be used for a basic course in marketing management.

Study level/applicability

The case has been developed for the students of MBA or Executive MBA. The case needs to be taught after the students have understood the concepts of the marketing mix, segmentation, targeting and the basics of marketing strategy to ensure effective learning.

Case overview

The case discusses the entrepreneurial journey of Parminder Sandhu. Sandhu initiated an entrepreneurial venture by launching a brand of perfume in India. Parminder, with his business partner Arun, got the idea of using the brand name “Next” from Next Plc store while travelling around in the UK. Subsequently, “Next Care” successfully launched two product lines “Next” and “English Leather” and offered 51 SKUs. “Next Care” became the third highest selling perfume brand firm in India. “Next Care” suffered a setback when one of their factories was raided by “Lacoste” and had to stop production of one brand extension “Nextcare Crocodile” due to the deceptively similar logo. Parminder learned that “Next Plc” was planning to open its stores and may launch the NXT brand of perfumes in India. Sandhu, Mahajan and Wadhawan have been debating whether they should continue with the “Next” brand name.

Expected learning outcomes

The expected learning outcomes are as follows: to appreciate the marketing and legal perspective of a brand name; to introduce the concept of deceptively similar brands and implications of the same on the business; and to understand the process of brand name registration.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 24 July 2017

Rekha Attri

Marketing management, consumer behaviour, digital marketing.

Abstract

Subject area

Marketing management, consumer behaviour, digital marketing.

Study level/applicability

This case can be used for students studying marketing management courses and also for elective courses on consumer behaviour, digital marketing and strategic management in an MBA programme.

Case overview

This case is about Anju Pharmaceuticals which dealt in the manufacture and sale of ayurvedic/herbal products such as Panchsudha, Zalim Lotion, Ruz, Vama, Mekado etc. in Madhya Pradesh, India. Started in the year 1983, the company had still not been able to make a mark in the market. For quite some time now Mitesh, the third-generation proprietor of the company, was continuously reading articles which discussed how there has been a positive shift in the consumer preferences for products having herbal ingredients. Indian fast-moving consumer goods (FMCG) companies such as Patanjali, Dabur, Marico were banking on herbal components in their various key products such as toothpaste, shampoo and hair oil to expand their market share and some of these Indian companies seemed to be growing faster than bigger multinationals including Hindustan Unilever and Procter & Gamble. With the changes in consumer perception towards herbal products, Mitesh was hopeful that if he could gear up his distribution it would result in improving the bottom-line of the company. He had also started receiving queries from interested clients for third-party manufacturing and packaging of the ayurvedic products under the desired brand name. Mitesh was very much aware that to improve his bottom-line, just relying on efficient distribution would not suffice and he would need to come up with strategic alliances and newer ways of doing the business rather than just following what had been the norm for the last few years. The idea of becoming a third-party manufacturer somehow did not excite Mitesh because he felt that by going in for third-party manufacturing he would never be able to establish the brand identity of Anju Pharmaceuticals. He wanted his company to ride the FMCG herbal wave but how and at what cost were the big questions facing him.

Expected learning outcomes

After the successful completion of this case, the readers would be able to accomplish the following: gain insights into the problems faced by small businesses when they want to scale up their business. Get insights into the challenges/difficulties of adopting e-commerce by a small organization. Be aware of the changing consumer preferences for herbal and ayurvedic products and how companies are gearing up to cash on to the changing market opportunities. Comprehend the problem situation. Suggest ways of taking advantage of the current scenario to expand and grow the business.

Supplementary materials

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 22 June 2017

Sreeram Sivaramakrishnan and Mandar Bhide

Marketing.

Abstract

Subject area

Marketing.

Study level/applicability

MBA/Postgraduate.

Case overview

The case describes the situation faced by a sales manager of a commoditized product in a tough and competitive market. Aileron Consumer and Lighting Group (ACLG) was among the top ten fast moving consumer goods (FMCG) companies in the country while also being among the fastest growing companies in India and had a diverse portfolio ranging from trade lighting to commercial and institutional lighting. Sunil, the sales manager, after his training found himself in the Budhwar Peth market in Pune, Western India where he was expected to find a way to increase sales of compact fluorescent lamps (CFLs). The product was undifferentiated and the competition was extremely strong with large allocations to advertising and dealer support. Sunil realized that his only hope for achieving his sales targets was to organize a sales promotion. His team and he came up with three options for sales promotions – two trade promotions and one consumer promotion. Sunil had to make the right choice of sales promotion for his market and the situation he found himself in.

Expected learning outcomes

This case is well-suited for courses in sales and distribution management, marketing channels, sales promotions or promotion management. It can also be used in courses dealing with marketing strategy or integrated marketing communications. This case allows the instructor to discuss sales channel and sales promotion issues faced by sales managers in an Indian context.

Supplementary materials

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 22 June 2017

Muhammad Kashif, Michela Mingione and Muhammad Fawad Noori

Marketing of Services, Brand Management.

Abstract

Subject area

Marketing of Services, Brand Management.

Study level/applicability

Graduate (MBA), Services Marketing Course.

Case overview

The case highlights growth challenges faced by a fast food brand named Peri-Peri Original in a developing country context of Pakistan. The major presence of the brand is in two major cities of Pakistan – Karachi and Lahore where mostly youth and families are the target markets of this brand. However, there is no unique element in the minds of the target market because the brand faces a differentiation challenge in the realm of strong global competition from McDonald’s and Kentucky Fried Chicken (KFC). The management team at Peri-Peri has several environmental challenges to face as well. Internally, the brand is confused with its close competitor Nando’s as people perceive these two brands as the same. Second, there is growing concern among social activist groups and families in Pakistan that fast food consumption is causing diabetes, cardiovascular diseases and obesity among children. On the contrary, the global fast food chains especially McDonald’s and KFC are on top of the mind in the consideration set. With these challenges and concerns in mind, the brand team has two options on the table. One is to geographically extend the brand to other cities whereas the other option is to use the same outlets and dedicate a portion to the kids’ market segment to increase product variety and ultimately the store traffic. It is noticeable that the brand has a reputation of excellence in service quality; the employees are motivated and Peri-Peri have retained their staff over a period of time. Furthermore, the brand is a small scale restaurant with only limited budget and focused product mix which is its core spirit of branding – the chicken grilled in Mozambican sauces and a service attitude which no one can demonstrate; in a way, Peri-Peri is approaching to grow its brand equity.

Expected learning outcomes

To understand the brand positioning of developing countries’ organizations facing a growth challenge in a service environment. To understand the concept and application of Services Tangibility spectrum. To understand the decision-making process managers have to face when dealing with brand extension decisions.

Supplementary materials

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 19 June 2017

Bikramjit Rishi, Neil Sabnis and Sayani Bagchi

Marketing management, Sports marketing.

Abstract

Subject area

Marketing management, Sports marketing.

Study level/applicability

The case is targeted at students of postgraduate and undergraduate programmes in business administration, specialising in marketing management/sports marketing.

Case overview

The Hockey India League (HIL) failed to make its mark. After the grand success of the Indian Premier League in India, there were hopes afloat for the HIL to follow suit. However, while the Pro Kabaddi League and the Premier Badminton League received much appreciation from a devout audience, the HIL did not quite live up to its expectations. With its evident failure for two consecutive seasons, investor sentiments were at an all-time low and most stakeholders wanted to back out. The future of the HIL now hangs in the balance, with the uncertainty of whether it should be shut down or given one more chance.

Expected learning outcomes

The participants are required to understand the Indian sports environment and the factors that play a major role in making a sport not only popular but also lucrative from the point of view of the investors. They will be called upon to improvise on the existing format of a sport, making it more attractive to the audience. Through such an exercise, they will understand how strategic changes to basic game formats can impact its success or failure. The case will encourage participants to think about viable business models for the revival of different types of sport.

Supplementary materials

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 5 June 2017

Russell Abratt and Justine Cullinan

The subject areas are marketing management and brand management.

Abstract

Subject area

The subject areas are marketing management and brand management.

Study level/applicability

The study is applicable to post-graduate brand management course and post-graduate marketing management course.

Case overview

In December 2015, Justine Cullinan, station manager of 5FM – a commercial, national music-radio station – reviewed the listenership and revenue figures for the year. When she took over as station manager in October 2014, 5FM had been through a three-year period of sharply declining listenership and revenue. Since then, by growing 5FM’s online community and adjusting the station’s overall strategy, the tide of decline had slowed. 5FM’s limited marketing budget prevented it from attracting listeners through traditional marketing avenues. Cullinan wondered how she could grow audiences and revenue and forge a new way for radio to benchmark success in a world where online communities were ever more important.

Expected learning outcomes

At the end of this case, students will understand the following concepts: brand awareness; brand promise; brand communication; and brand revitalisation strategies.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS: 8: Marketing

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 5 June 2017

Milind Trivikram Phadtare

Industrial Marketing.

Abstract

Subject area

Industrial Marketing.

Study level/applicability

MBA students and participants of MDPs.

Case overview

It involves marketing of air compressors in particular and industrial equipment in general. It tries to analyse strategies on the framework of market leader strategies to facilitate growth in a challenging business environment in view of the strengths and weaknesses of the firm. It aims to identify the organizational and business model changes that may be required to be implemented in transforming a firm from a marketer of capital goods to a marketer of projects.

Expected learning outcomes

To help students/participants evaluate and select marketing strategies for a market leader under challenging business environments as well as identify important organizational and business model changes involved in transition of any firm from selling products to selling projects.

Supplementary materials

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 2 May 2017

Subhalaxmi Mohapatra and Subhadip Roy

Srikumar Misra founded Milk Mantra as a milk producing and selling company in the state of Odisha, India in 2010. The company subsequently diversified into milk-based products…

Abstract

Synopsis

Srikumar Misra founded Milk Mantra as a milk producing and selling company in the state of Odisha, India in 2010. The company subsequently diversified into milk-based products such as yogurt and cottage cheese and spread its foray into the neighboring states. In 2014, the company had to overcome a few challenges from the macro environment as well as think of a marketing and communication strategy to gain competitive advantage.

Research methodology

The case is based on the primary research and has been developed using interviews of the company representatives and documents made available from the company. Wherever required, written permission has been obtained from the company representatives.

Relevant courses and levels

This case could be a part of the Marketing Management course in a graduate/undergraduate program in Business Management. The case could also be a part of a Brand Management or Integrated Marketing Communications course in the same program for specialized subjects such as branding a generic product or brand communications. This case could also be used for a short discussion in a distribution and logistics course.

Theoretical bases

The specific topics, which could be facilitated through this case, are the 4 Ps of marketing, distribution and marketing strategy. The case also relies on the theories of branding and marketing communication.

Details

The CASE Journal, vol. 13 no. 3
Type: Case Study
ISSN: 1544-9106

Keywords

Access Restricted. View access options
Case study
Publication date: 2 May 2017

Nita Paden, M. David Albritton, Jennie Mitchell and Douglas Staples

This case involves the March of Dimes (MOD) Foundation, the “leading nonprofit organization for pregnancy and baby health.” MOD’s mission was to support medical research, organize…

Abstract

Synopsis

This case involves the March of Dimes (MOD) Foundation, the “leading nonprofit organization for pregnancy and baby health.” MOD’s mission was to support medical research, organize volunteer workers, and provide community services and education to save babies’ lives (www.marchofdimes.org). The strategic issue in the case involves creating awareness of both the mission and services of MOD and the critical issue driving that mission – premature births. The organization must create a desire for various target markets to take action in response to the problem. The main protagonist is Doug Staples, Senior Vice President for Marketing and Communications.

Research methodology

Data were collected via personal interviews with the primary protagonists, Doug Staples, and Mike Swenson of the Barkley agency. The MOD provided quantitative Gallup studies they commissioned, as well as documents unveiling the roll-out in the San Jose, CA region. The Barkley Agency provided qualitative data from a study which consisted of eight focus groups conducted in two markets and ten personal interviews. Secondary research was used to provide a support for industry and market data, to supplement organizational facts provided by the MOD, and to identify and link marketing theory to the situations provided in the case. The organization, facts and characters in this case were not disguised. MOD was consulted throughout the case development process.

Relevant courses and levels

This case study is recommended for marketing courses at the undergraduate level. It is most appropriate for marketing management, introductory marketing, or marketing strategy classes. Additionally, this case is a good fit for courses focused upon not-for-profit marketing issues.

Theoretical bases

The strongest opportunities to apply theory using this case relate to branding (see De Chernatony and Dall’Olmo Riley, 1998 for a content analysis of the brand literature). These theories include brand image and personality (Aaker, 1997; Belk, 1998; Grohmann, 2009), brand awareness (Aaker, 2002), brand involvement and customer loyalty (Brakus et al., 2009), brand engagement (Sprott et al., 2009), brand relationships (Breivik and Thorbjornsen, 2008), and brand equity (Aaker, 2002, 2008). Specifically, question 2 addresses brand personality, and questions 3 and 4 explore relationships with the brand such as the emotional power of the brand and brand association. Question 6 focuses on positioning strategy.

Details

The CASE Journal, vol. 13 no. 3
Type: Case Study
ISSN: 1544-9106

Keywords

Access Restricted. View access options
Case study
Publication date: 19 April 2017

Nimruji Jammulamadaka, Prashant Mishra and Biswatosh Saha

This case is about a food brand with franchisee stores which has implemented a brand change initiative in the Indian emerging market.

Abstract

Subject area

This case is about a food brand with franchisee stores which has implemented a brand change initiative in the Indian emerging market.

Study level/applicability

This case is suitable for MBA level students in courses like strategic brand management, marketing in emerging markets and retail management. Issues relate to brand name change management, building and securing channel cooperation in brand change, channel peculiarities in emerging markets and franchisee institutional support systems in emerging markets like India.

Case overview

The case documents the process followed by Switz Foods Private Limited (SFPL) in planning for and implementing a “brand-name” change across its 150-plus stores retailing fresh bakery products. The switch away from a 20-year-old food brand that had carved out a place in the popular culture of the community in Kolkata was risky. While opinion inside the organization was divided on whether to use mass media to communicate the brand-name change to its customers, the company finally decided to rely only on in-store signage and product packaging. SFPL took into confidence the franchisee retail store owners, a key stakeholder group with whom it enjoyed a long-term trusted business relation, and relied on their support to implement a smooth transition. It shows how in the context of the bazaars in transition economies, trust-based business relations and word-of-mouth reputation can often provide frugal managerial alternatives.

Expected learning outcomes

The three main learning objectives are: planning for a brand name transition, which includes three parts: generating consumer insights and using the data to aid decision-making in choosing a brand name and developing a brand campaign; overcoming network or business partner resistance/uncertainties associated with a brand name transition; managing customer perceptions before and after brand-name transition. Second learning objective included understanding risks in a franchisor–franchisee relationship. Third included appreciating the significance of trust-based relationships in managing transition economies.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 18 April 2017

Luisa Mazinter, Michael M. Goldman and Jennifer Lindsey-Renton

Marketing, Sports marketing and Social media marketing.

Abstract

Subject area

Marketing, Sports marketing and Social media marketing.

Study level/applicability

Graduate level.

Case overview

This case, based on field research and multiple secondary sources, documents the 12-month period since early 2014 during which Cricket South Africa (CSA) developed the Protea Fire brand for their national men’s cricket team, known as the Proteas. In mid-2014, Marc Jury, the Commercial and Marketing manager of CSA set up a project team to take the previously in-house Protea Fire brand public. With the 2015 Cricket World Cup in Australia and New Zealand less than a year away, Jury worked with a diverse project team of Proteas players, cricket brand managers and external consultants to build a public brand identity for the national team, to nurture greater fan affinity and to mobilize South Africans behind their team for the World Cup. The project team developed a range of Protea Fire multimedia content as the core of the campaign. These included video diaries, scripts which were written by the Proteas players themselves, player profile videos, motivational team-talk videos and good luck video messages featuring ordinary and famous South Africans. Having invested in creating this content, the project team faced the difficult task of allocating a limited media budget to broadcast and amplify the content. Another significant challenge was to ensure that the Proteas team values were authentically communicated across all content, including via the social media strategy using Twitter, Instagram and YouTube. As the World Cup tournament kicked off on February 14th 2015, South Africa was well placed to overcome their previous inability to reach a final, although Jury wondered whether another exit in the knockout round would weaken the strong and positive emotions the Protea Fire campaign had ignited. With the last two balls remaining in South Africa’s semi-final game against New Zealand on March 24th 2015, and the home team requiring just five runs to win, Jury joined 60 million South Africans hoping that Protea Fire was strong enough. The case concludes with South Africa losing the semi-final game and Jury turning his attention to how the #ProteaFire campaign should respond.

Expected learning outcomes

This study aimed to analyse the development of a sport team brand and a megaevent campaign; to assess the efficiency and effectiveness of a marketing campaign; and to consider appropriate brand responses to the team’s failure to deliver on expectations.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 6 April 2017

Ala Zia, Amber Gul Rashid and Lalarukh Ejaz

This case study has been written to illustrate the basic difference between goods and services, the difficulties of customer education in a developing county and the transition…

Abstract

Subject area

This case study has been written to illustrate the basic difference between goods and services, the difficulties of customer education in a developing county and the transition from goods to goods-cum-services for a company.

Study level/applicability

This is an ideal case to be taught in the second class of service marketing at the BBA level and will highlight the differences between goods and services in the same company.

Case overview

Haseen Habib is a company selling a combination of products and services in Pakistan. It is involved in the supply of fire protection equipment together with the provision of training and other facilities to enable organizations to take a proactive approach to disasters caused by fire and the appropriate response in case of a fire related disaster. This dimension of business is still in the infancy stage in Pakistan, and few people actually realize the need for fire protection services. Safety, risk management and risk prevention are often matters which take a backseat in the corporate, industrial, residential and commercial spheres. The emphasis is on dealing with the aftermath of events rather than to prepare them in advance. The company has a very clear vision and mindset which aims at taking a proactive approach toward managing and preventing risk. They are the pioneers of the safety industry in Pakistan and hold a strong work ethic. The company imports its equipment from the USA, China and Europe. Their target market mainly includes high risk sectors including oil and gas, chemicals, textiles, paint, nuclear and defense. The product portfolio included firefighting equipment like fire extinguishers, safety items which included head-to-toe safety attire for industrial workers and fire alarm systems including smoke detectors. The company also provides different levels and kinds of training and has experienced staff trained abroad in state-of-the-art techniques. However, in Pakistan, investment in risk management is often considered unnecessary, and in such a situation, imparting knowledge is a considerable challenge. The case can be used to study a number of topics. It can be used in a services marketing class to highlight the ways in which services marketing differs from conventional marketing of goods. It can also be used in disaster management courses or to reflect the status and position of developing countries, such as Pakistan, in dealing with unexpected disasters and catastrophes.

Expected learning outcomes

Following are the expected learning outcomes: to appreciate the difference between goods and services; to understand the issues in moving from a goods-oriented to a service-oriented company; to understand the challenges facing Haseen Habib in the context of customer education, keeping in mind it is functioning in an emerging marketing with a particular socio-cultural context; and to propose a way forward for Haseen Habib.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 30 March 2017

Sajjan Singhvi, Gaurav Sharma and Rajat Gera

Rural Marketing, Sales and Distribution Management, Salesperson Motivation, Channel Management.

Abstract

Subject area

Rural Marketing, Sales and Distribution Management, Salesperson Motivation, Channel Management.

Study level/applicability

The case can be used in sales management, channel management and rural marketing courses offered to graduate students of MBA degrees. In the sales management courses, the emphasis is on understanding the typical tasks that the rural salesperson is required to conduct. The case can be used to design a suitable motivation-mix for a rural salesperson after analysing their approach towards work. In a rural marketing course, the case can be used to understand the sales and distribution management of fast-moving consumer good products in rural India. The case can be used in channel management courses to design an appropriate channel structure in the rural market in India and utilized for managing the distributors’ salesforce for effective and improved market coverage in rural areas.

Case overview

Candy Confectioneries Private Limited started its operations in 1995, and was one of the largest confectionery players in India with a market share of 20 per cent. The company had achieved sales of Rs 20bn in 2014 and had 15 confectionery brands in the market. The company was also trying hard to establish itself in the snacks category. The company had nationwide operations, and it was important for the company to expand into the rural market. It served its markets through a comprehensive urban and rural distribution setup. In the rural distribution network, the rural sales representatives (RSRs) played a key role and perhaps were one of the most critical factors in covering the rural market. The RSR system was typical to suit the requirement of product-market coverage with its limitations. The case broadly profiles eight RSRs who were engaged to cover a specific territory in the State of Bihar in India. It also describes their approaches to work and complexities emerging thereof in achieving the best results for the organization.

Expected learning outcomes

The case has the following learning objectives: Understanding the design of sales and distribution channel structure followed for distribution and selling of confectionery products in rural India. Examining whether the existing system is adequate to achieve the goals of the firm. Evaluating the performance of each salesperson and identifying common factors to formulate the salesforce policies. Arriving at a suitable motivation-mix for the rural salesperson.

Supplementary materials

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 21 March 2017

Namrata Sharma, B.S. Sahay and PRS Sarma

Subject area information and communication technology (ICT) for development.

Abstract

Structured abstract

Subject area information and communication technology (ICT) for development.

Study level/applicability

Master of Business Administration Program’s Management Information Systems courses. Or introductory courses in Masters in ICT for Development.

Case overview

The paper aims to highlight the endeavour of public distribution system (PDS), a food security scheme for under-privileged people in India, towards excellence, using ICT in the state of Chhattisgarh. It presents two important roles of ICT: one, as a system improvement tool, through supply chain integration (in Phase 1) and, the other, as tool for empowerment, by providing choices through computerized online real-time electronic (CORE) PDS (in Phase 2). CORE PDS was intended to provide choices of retail outlets to poor beneficiaries for collecting their food entitlement, breaking the retail outlet’s monopoly. The project was successfully implemented in some urban areas of Chhattisgarh, providing motivation for its mass scale roll-out. But, the contextual differences between rural and urban settings were raising questions on the ultimate value expected to be delivered by the project in rural areas.

Expected learning outcomes

Two major learning outcomes of the case: students will appreciate the multi-faceted role of ICT in improving the performance of a system meant for a financially poor section of the society; students will understand the role of contextual settings in a developing economy in the endeavour of ICT projects for societal development.

Supplementary materials

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 10: Public Sector Management.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Paul W. Farris and Elizabeth A. Collins

This case depicts the history of an unusual brand in the “super premium” segment of the vodka market. The top-of-line positioning is supported with creative advertising, narrow…

Abstract

This case depicts the history of an unusual brand in the “super premium” segment of the vodka market. The top-of-line positioning is supported with creative advertising, narrow distribution, point-of-purchase advertising, and expensive advertising production. Absolut has used very expensive inserts as advertisements in print vehicles during the Christmas season. The last inserts described in the case cost approximately $1 each to manufacture and distribute via the media vehicle (The New Yorker). The case asks students to decide whether such expensive advertising should be continued and, if so, how. The societal effects of advertising alcoholic beverages and the implications of pursuing such exclusive positioning strategies may also be explored.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Rajkumar Venkatesan, Randle D. Raggio and Katherine Noel

This case is used in Darden's core Marketing course and in the Pricing elective. It would work well in course modules covering the topics of branding or product line management. A…

Abstract

This case is used in Darden's core Marketing course and in the Pricing elective. It would work well in course modules covering the topics of branding or product line management. A teaching note is available for instructors. Soon after Pernod Ricard acquires Absolut vodka and other brands, the economic downturn results in changes in purchasing behavior away from premium to standard products. Brand managers consider whether to introduce a “basic” Absolut, promote a lower-priced alternative, or rebrand other vodkas under the Absolut brand to trade on its considerable brand equity.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Mark E. Parry and Janet Fitzgerald

Executives at this Internet-based company evaluate the results of a pricing survey to decide what changes to make, if any, to the annual fee charged for the company’s junk mail…

Abstract

Executives at this Internet-based company evaluate the results of a pricing survey to decide what changes to make, if any, to the annual fee charged for the company’s junk mail elimination services. Founded in 1996, Adios Junk Mail provides comprehensive elimination of unwanted direct-marketing solicitations. Clients select what types of direct marketing they want stopped. Once a month, the company generates a list of customers and their elimination preferences. It then mails the list to direct-mail companies, telemarketers, and database companies, requesting that the customers’ names be suppressed.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Paul W. Farris and Rajkumar Venkatesan

This case is intended to be part of a first-year MBA marketing course, or a second-year elective in advertising, integrated marketing communications, market research, or marketing…

Abstract

This case is intended to be part of a first-year MBA marketing course, or a second-year elective in advertising, integrated marketing communications, market research, or marketing analytics. The case provides students with examples of two real advertising experiments and the challenges involved in executing the experiments. It allows for a discussion of the need for advertising experiments, and also, at a more general level, the need to measure the return on marketing. Biases surrounding the field experiments allow for a discussion of the problems with establishing a causal relationship between advertising and sales.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Mark Jeffery, Lisa Egli, Andy Gieraltowski, Jessica Lambert, Jason Miller, Liz Neely and Rakesh Sharma

Rob Griffin, senior vice president and U.S. director of search for Media Contacts, a communications consulting firm, is faced with the task of optimizing search engine marketing…

Abstract

Rob Griffin, senior vice president and U.S. director of search for Media Contacts, a communications consulting firm, is faced with the task of optimizing search engine marketing (SEM) for Air France. At the time of the case, SEM had become an advertising phenomenon, with North American advertisers spending $9.4 billion in the SEM channel, up 62% from 2005. Moving forward, Griffin wants to ensure that the team keeps its leading edge and delivers the results Air France requires for optimal Internet sales growth. The case centers upon Air France's and Media Contacts' efforts to find the ideal SEM campaign to provide an optimal amount of ticket sales in response to advertising dollars spent. This optimal search marketing campaign is based on choosing effective allocation of ad dollars across the various search engines, as well as selecting appropriate keywords and bid strategies for placement on the search result page for Internet users.

In determining the optimal strategy, the case presents background information on the airline industry as well as the Internet search options available at the time, including Google, Microsoft MSN, Yahoo!, and Kayak. Additionally, background information is provided on SEM and its associated costs and means of measuring the successfulness of each marketing effort. The case illustrates how one must first determine the key performance indicators for the project to guide analysis and enable comparison of various SEM campaigns. Cost per click and probability to produce a sale differ among publishers. Therefore, using a portfolio application model's quadrant positions can be used to determine optimal publisher strategies. Additionally, pivot tables help illustrate campaigns and strategies that have historically been most successful in meeting Air France's target Internet sales. Multiple recommendations on how Media Contacts can assist Air France in improving its SEM strategy can be derived from the data provided.

Students learn how to optimally leverage the Internet in generating customer sales in a cost-effective manner. Students will analyze and manipulate a variety of data using pivot tables to determine optimal strategies for obtaining maximum total online bookings through the various online channels available. Using a portfolio application model, students can determine an optimal publisher strategy and complete copy improvement analysis.

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Julie Hennessy and Andrei Najjar

Focuses on Apple Computer's launch of iTunes and iPod as a way to give Wintel users a relationship with Apple. Deals with issues of brand equity, corporate and brand goal setting…

Abstract

Focuses on Apple Computer's launch of iTunes and iPod as a way to give Wintel users a relationship with Apple. Deals with issues of brand equity, corporate and brand goal setting, target selection, and matching product and service characteristics with goals and targets. Also allows for a discussion of channel partners, their interests, and their impact on the likely success or failure of a strategy.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Robert E. Spekman, Derek A. Newton and Alexandra Ranson

This case serves as an introduction to field sales management. A manager must address three sales representatives' ingrained behaviors in order to implement a major shift in…

Abstract

This case serves as an introduction to field sales management. A manager must address three sales representatives' ingrained behaviors in order to implement a major shift in marketing strategy. Students should recognize the nature of the "man-in-the-middle" squeeze: the manager caught between the pressure of implementing a new strategy from the top and the resistance to change from the bottom.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Derek Rucker and David Dubois

This case features Bel-Brand's efforts to position its flagship brand The Laughing Cow in the United States. The challenges in this case are twofold. First, choose a viable…

Abstract

This case features Bel-Brand's efforts to position its flagship brand The Laughing Cow in the United States. The challenges in this case are twofold. First, choose a viable position for a brand after a period of high growth following the South Beach Craze. The difficulty here is that the initial driver of the brand's position, the South Beach Craze, an environmental factor, is dwindling and is not sustainable. Second, the brand was receiving pressure from global stakeholders to try to unify the positioning in the United States with the global brand positioning. These are both challenges that were faced by the marketing team and raised in the case.

This case can be used to teach the following topics: 1) Developing a sustainable positioning. This case gives students the valuable experience of making a positioning choice and supporting the rationale for the positioning chosen. Furthermore, it demonstrates how a brand maintained a position after the initial support/argument for that position has dwindled or disappeared. 2) Managing global versus local positioning. The case also showcases a real life example of where positioning in the United States was extremely misaligned from the global positioning of the brand, and how the brand responded to this. 3) Write a positioning statement. One important exercise that students could be asked to do is write a positioning statement and become more familiar with concepts such as point-of-parity (POP), point-of-difference (POD), and reason-to-believe (RTB).

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Richard R. Johnson, Robert L. Carraway, Ervin R. Shames and Paul W. Farris

Benecol Spread, a cholesterol-lowering margarine, was a product with unusual media-planning challenges. With a narrow target group and unproven market potential, Johnson & Johnson…

Abstract

Benecol Spread, a cholesterol-lowering margarine, was a product with unusual media-planning challenges. With a narrow target group and unproven market potential, Johnson & Johnson needed to get the most “bang for the buck” from its Benecol advertising. Would a media-planning model (optimizer) requiring executives to quantify their judgment on several key inputs be helpful in this process? A spreadsheet accompanying the case allows students to weight the target groups and to choose among different advertising vehicles to form the best possible media plan.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Rajkumar Venkatesan, Kelly Ateya and Adam Harr

Cardagin, a new start-up in the increasingly competitive space of consumer/merchant apps for smartphones, is reaching an inflection point: decisions it makes at this stage can…

Abstract

Cardagin, a new start-up in the increasingly competitive space of consumer/merchant apps for smartphones, is reaching an inflection point: decisions it makes at this stage can determine whether it becomes a national presence or an also-ran. The CEO needs to demonstrate the value of Cardagin's service to retailers and consumers in compelling ways. The case provides students an opportunity to analyze a new digital venture, explore expansion options, and evaluate the challenges in working with many small businesses, each with its own idiosyncrasies.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Florian Zettelmeyer and Greg Merkley

Four years into a five-year contract with General Motors to be the exclusive website vendor to its U.S. network of more than 4,000 dealers, CDK Digital faced a crucial contract…

Abstract

Four years into a five-year contract with General Motors to be the exclusive website vendor to its U.S. network of more than 4,000 dealers, CDK Digital faced a crucial contract renewal at the end of 2012. The case follows Melissa McCann, director of strategic marketing, and Chris Reed, CMO, as they prepared for a critical meeting in July 2011: a presentation to the customer relationship management (CRM) subcommittee of the Chevrolet dealer council. Although GM dealers, like all auto dealers in the United States, were independent franchisees, GM saw the renewal of CDK Digital's exclusive contract as a collaborative decision between dealers and GM. According to Ed Vogt, GM's executive in charge of the renewal, if the dealer councils said no, the contract would not be renewed.

This case challenges students to use CDK's big data and analytics capabilities to address the inherent conflict between dealers and manufacturers: when marketing to potential customers, manufacturers wanted consistency across dealer websites to maximize sales of their targeted brands, while dealers wanted flexibility to sell what they had in inventory.

After analyzing the case, students will be able to:

  • Demonstrate how big data and analytics can be used to solve channel conflict

  • Explain how franchisors and franchisees have different perspectives on the value of data on retail operations

  • Recognize benefits of big data and analytics beyond the obvious potential improvements to marketing and operational effectiveness

  • Articulate the value of data analytics for channel management

  • Appraise the benefits of real-time website customization

Demonstrate how big data and analytics can be used to solve channel conflict

Explain how franchisors and franchisees have different perspectives on the value of data on retail operations

Recognize benefits of big data and analytics beyond the obvious potential improvements to marketing and operational effectiveness

Articulate the value of data analytics for channel management

Appraise the benefits of real-time website customization

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Mark E. Parry

Lilly ICOS is preparing to launch Cialis, a prescription drug that treats erectile dysfunction, and executives must decide how to position Cialis against market leader Viagra and…

Abstract

Lilly ICOS is preparing to launch Cialis, a prescription drug that treats erectile dysfunction, and executives must decide how to position Cialis against market leader Viagra and recent entrant Levitra.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Mohanbir Sawhney

This case focuses on Cisco Systems' innovative probe-and-learn approach to using social media to launch its ASR 1000 Series Edge Router. The company had decided to eschew…

Abstract

This case focuses on Cisco Systems' innovative probe-and-learn approach to using social media to launch its ASR 1000 Series Edge Router. The company had decided to eschew traditional print and TV media in marketing the new product and had decided instead to focus its efforts entirely on digital marketing and social media to attract the attention of its target market. The case discusses Cisco's bold plan to launch the ASR 1000 Series “virtually, visually, and virally” and the digital tactics employed by the Cisco Systems marketing team to accomplish this ambitious goal. Business marketers normally adopt a more serious and traditional approach to marketing its products but in this case Cisco had decided to buck that trend by exploring digital tools and social gaming avenues which its target client—the technical community—were increasingly frequenting. Cisco's challenge lay in whether this new approach and resultant value proposition would resonate with its technical audience and give the ASR 1000 Router the kind of publicity it needed to have. The case is set at a time when social media was burgeoning as a promising way to engage consumers more deeply with brands and products, but marketers were still experimenting with the tools and tactics of social media for marketing.

Understand the relevance of social media for product launches as a function of contextual factors such as nature of product, media habits, and company credibility. Learn about the applicability of social media for business marketers in terms of its uniqueness, advantages and challenges. Recognize the relationship between campaign objectives and the value proposition for the product. Understand the evolution of social media marketing from a probe-and-learn approach to a strategy-driven process. The initial test and learn approach must be enhanced and become more strategic in the future.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Nicola Persico and C. James Prieur

In 2007 Conseco's CEO, C. James Prieur, faced a complicated set of problems with his company's long-term care (LTC) insurance subsidiary, Conseco Senior Health Insurance (CSHI)…

Abstract

In 2007 Conseco's CEO, C. James Prieur, faced a complicated set of problems with his company's long-term care (LTC) insurance subsidiary, Conseco Senior Health Insurance (CSHI). CSHI faced the threat of congressional hearings and an investigation by the U.S. Government Accountability Office, triggered by an unflattering New York Times article alleging that CSHI had an unusually large number of customer complaints and was denying legitimate claims. This threat came in addition to broader systemic problems, including the fact that the entire LTC industry was barely profitable. What little profitability existed was dependent on the goodwill of state insurance regulators, to whom the industry was highly beholden for approvals of rate increases to keep it afloat. Furthermore, CSHI had unique strategic challenges that could not be ignored: First, the expense of administering CSHI's uniquely heterogeneous set of policies put it at a disadvantage relative to the rest of the industry and made rate increases especially necessary. Second, state regulators were negatively predisposed toward Conseco because of its notorious reputation and thus were often unwilling to grant rate increases. Finally, CSHI was dependent on capital infusions totaling more than $1 billion from its parent company, Conseco, for which Conseco had received no dividends in return. Faced with pressure from Conseco shareholders and the looming congressional investigations, what should Prieur do? Students will discuss the available options in the context of a long-term relationship between Conseco and state insurance regulators. Prieur's solution to this problem proved to be innovative for the industry and to have far-reaching consequences for CSHI's corporate structure.

After reading and analyzing this case, students will be able to: evaluate the impact of a regulatory environment on business strategy; and assess the pros and cons of various market strategies as well as recommend important non-market strategies for a firm in crisis in a highly regulated industry.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Anne T. Coughlan and Benjamin Neuwirth

This case looks at a new start-up company, d.light Design, as it was seeking to go to market in India with its solar-powered LED lamps in 2009. Sam Goldman, founder and chief…

Abstract

This case looks at a new start-up company, d.light Design, as it was seeking to go to market in India with its solar-powered LED lamps in 2009. Sam Goldman, founder and chief customer officer of d.light, was in New Delhi, India; his business-school friend and co-founder Ned Tozun was in China, the site of the company's manufacturing plant.

One of the key decisions Goldman and Tozun needed to make was whether d.light should focus on just one distribution channel in India, or multiple channels. The startup had limited capital, so it needed to get the distribution question right to generate revenue quickly.

The case thus combines an entrepreneurial problem with an emerging-market, or bottom-of-the-pyramid, channel design challenge. This case does not focus on product design or manufacturing challenges but rather on questions of:

  • The constraints d.light faced in creating an aligned distribution channel. These constraints can have legal, environmental, and/or managerial foundations

  • Demand-side misalignments in the channel structure that will occur if d.light chooses one or another of the considered channels in the case, namely, (a) the RE (rural entrepreneur) channel, (b) the village retailer channel, or (c) the centralized shops channel

  • • What mix of channels—or what single channel—d.light should focus on in the Indian market

  • • The financial return possible based on d.light's current cost structure and overhead expenditures in India

The constraints d.light faced in creating an aligned distribution channel. These constraints can have legal, environmental, and/or managerial foundations

Demand-side misalignments in the channel structure that will occur if d.light chooses one or another of the considered channels in the case, namely, (a) the RE (rural entrepreneur) channel, (b) the village retailer channel, or (c) the centralized shops channel

• What mix of channels—or what single channel—d.light should focus on in the Indian market

• The financial return possible based on d.light's current cost structure and overhead expenditures in India

  • Assess channel benefit demand intensities for chosen target market segments

  • Assess channel alignment constraints that can limit the channel designer's ability to optimize the channel to meet identified end-user demands for channel benefits

  • Use these ideas to defend a choice of one or more possible channel structures as appropriate parts of a company's overall channel system

  • Analyze financial opportunity in this situation, given cost parameters and possible market penetration estimates

Assess channel benefit demand intensities for chosen target market segments

Assess channel alignment constraints that can limit the channel designer's ability to optimize the channel to meet identified end-user demands for channel benefits

Use these ideas to defend a choice of one or more possible channel structures as appropriate parts of a company's overall channel system

Analyze financial opportunity in this situation, given cost parameters and possible market penetration estimates

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Mohanbir Sawhney

Todd Wilson, manager of partner development at Educational Technology Corp., needed to determine the targeting, positioning, and selling strategy for its innovative Interactive…

Abstract

Todd Wilson, manager of partner development at Educational Technology Corp., needed to determine the targeting, positioning, and selling strategy for its innovative Interactive Mathematics software for the college market. This required determining what types of colleges to target and which stakeholders to focus on within institutions. His task was complicated by the unclear objectives of nonprofit institutions and the differing motivations of teachers, students, and college administrators in adopting software-based learning technology. Highlights the difficulties in innovation adoption within large nonprofit institutions and the challenges in marketing to institutions with complex decision-making processes, multiple influencers, and conflicting motivations.

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Timothy Calkins and Karen White

Examines the launch of Xigris, a breakthrough new pharmaceutical product for the treatment of sepsis. The newly appointed head of marketing for Xigris is reviewing the launch plan.

Abstract

Examines the launch of Xigris, a breakthrough new pharmaceutical product for the treatment of sepsis. The newly appointed head of marketing for Xigris is reviewing the launch plan.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Timothy Calkins and Karen White

Supplements the (A) case.

Abstract

Supplements the (A) case.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Robert E. Spekman and Jacki Fritz

This case examines the formation of an alliance between Fiat and Chrysler during the height of the financial crisis as a mechanism to save Chrysler from liquidation. The case…

Abstract

This case examines the formation of an alliance between Fiat and Chrysler during the height of the financial crisis as a mechanism to save Chrysler from liquidation. The case traces the events leading up to the alliance, discusses the early stage issues with which the partners have to deal, addresses some of the governance issues, and examines the past merger between Chrysler and Daimler that ended in a failure. The case presents a normative approach to alliance management and conjectures about the success of the Fiat-Chrysler alliance. We address whether Chrysler is a suitable partner and whether there is a strong enough rationale for the alliance and whether the two partners are compatible. Finally, the case explores the lessons learned and the cautions that might derail the alliance.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Ronald T. Wilcox

This case presents an application of conjoint analysis in a financial services setting. It is best used in a course on marketing research. The decision in the case centers on a…

Abstract

This case presents an application of conjoint analysis in a financial services setting. It is best used in a course on marketing research. The decision in the case centers on a fund manager's need to generate additional profit from a mutual fund. To do this, he needs to determine a new pricing structure for the fund. The case presents students with the results from a real-world conjoint analysis and requires them to work through the pricing and profit implications of that analysis.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Access Restricted. View access options
Case study
Publication date: 20 January 2017

June A. West, Gretchen A. Kalsow, Lee Fennel and Jenny Mead

Fingerhut, based in Minnetonka, Minnesota, is a direct-marketing company that sells a smorgasbord of consumer goods through an array of specially targeted catalogs. In November…

Abstract

Fingerhut, based in Minnetonka, Minnesota, is a direct-marketing company that sells a smorgasbord of consumer goods through an array of specially targeted catalogs. In November 1996, an article in the Star Tribune, a major Minneapolis newspaper, drew attention to a class-action lawsuit pending against Fingerhut that suggests the firm made its profits by exploiting the poor. Several civil rights groups rallied around the suit and submitted amicus curiae in favor of the litigation. The case illustrates issues in ethics and management communication. Discussions focus on the constituencies. Is Fingerhut exploiting its customers or providing them with an affordable method of obtaining valued consumer goods on credit? Do retailers have a duty to offer products at reasonable prices? Are the high interest rates reasonable given the risk? What are the options: pawn shops, rent-to-own? What is the profile of the typical Fingerhut customer? Discussions also focus on the issues communicating to the constituencies. How much damage will the lawsuit do to Fingerhut's image as an ethical, socially conscious company? What communication strategies can the firm employ? Should it react to the lawsuit? What should it tell its employees?

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Tim Calkins and Aggarwal Nayna

This case looks at an important business task: forecasting a new product. The case can be used to teach finance, marketing (new product introduction), and healthcare strategy. The…

Abstract

This case looks at an important business task: forecasting a new product. The case can be used to teach finance, marketing (new product introduction), and healthcare strategy. The product is one of Amgen's most important new products: denosumab. On the surface, the case is fairly easy; students simply have to do some simple mathematical calculations. However, the challenges of forecasting quickly become apparent; every forecast depends on some critical assumptions, and the answer can vary dramatically.

Highlight the importance of forecasting as a business task. Give students the opportunity to create a forecast, using logical assumptions to generate an answer. Illustrate how dramatically forecasts can vary. Demonstrate why sensitivity analysis and customer understanding are both critical when trying to forecast a new product launch.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Access Restricted. View access options
Case study
Publication date: 20 January 2017

Karl Schmedders and I. Campbell Lyle

EuroPet S.A. was a multinational company operating gas stations in many European countries. There was a growing propensity for supermarkets to attach gas stations to their retail…

Abstract

EuroPet S.A. was a multinational company operating gas stations in many European countries. There was a growing propensity for supermarkets to attach gas stations to their retail operations, which was developing into a major threat to EuroPet. As a result, in the mid-1990s, the company began to develop and brand its own convenience stores co-located with its gas stations. However, the company was spending much more on advertising the convenience stores than its competitors did. Management now had to decide if the increase in sales attributed to advertising efforts justified the advertising spend by analyzing the market data from one large metropolitan area: Marseille, France.

Students will learn: how to use cross-tabs and other marketing research tools to identify segmentation descriptors; how to analyze data and interpret results; and how these research results could guide new product development and positioning strategies in order to effectively target relevant customer segments.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Subject

Country

Case length

Case provider

Date

Language

201 – 250 of 499
Per page
102050