Case studies

This case presents the dilemma of a multinational oil and gas company, ExxonMobil, as it factors in the ethical issues related to the environment and cultural differences in deciding whether to proceed with building a pipeline in Chad and Cameroon, two of the poorest and most corrupt developing countries in West Africa. The many players in this project included the World Bank--which cofinanced the project and put restrictions into place that would hopefully prevent pipeline-related government corruption in both Chad and Cameroon--and many environmental and human rights groups that warned of potential disaster. The case also covers the environmental and social analysis of the areas that would be affected by the pipeline.

”Green Ox” was written specifically for a midterm exam in an MBA marketing management class. Rather than focus on one particular concept or issue (e.g., segmentation, product line depth), the case challenges students to develop a marketing strategy for a food and beverage manufacturer’s new line of sports beverages, which contain beneficial antioxidants. Focal decisions include choosing a segmentation scheme(s) and a specific target segment(s) and articulating a positioning statement(s) for the new product—all in light of market trends, customer information, and competitor positions. Students must also make recommendations regarding the product name, number of products in the line, and the price (including a break-even analysis). Distribution and promotion issues are downplayed, yet there is sufficient information to determine whether students’ recommendations on the larger issues account for the necessary integration of the 4Ps.

This case examines the ethical issues raised when businesses contract for the military during time of war. Dow Chemical Company was a military contractor during the Vietnam War and the primary producer of Agent Orange - a defoliant used to clear vegetation. Agent Orange has been linked to a number of serious medical conditions in war veterans and Vietnamese civilians. In 2004, Vietnamese citizens filed suit against Dow for illnesses they believe were caused by exposure to Agent Orange. Dow thought the issue should have been addressed through political and social policy, while Vietnamese citizens and U.S. Vietnam war veterans believed Dow was ethically responsible. As the case moved through the U.S. judicial system, some of Dow's investors grew uncomfortable with how it was handled. Dow CEO Andrew Liveris was left to wonder what his company could have done differently and what they could learn from the Agent Orange episode that might prevent similar problems in the future. This incident appeared to be a relatively distinct case, but in July of 2007 it was reported that the number of private contract employees in Iraq exceeded that of U.S. military personnel. Consequently, it is likely that companies and their stakeholders will have to address similar issues.

Suitable for both MBA- and undergraduate-level courses such as “Integrated Marketing Communications,” this case series traces a product from idea to established, successful brand. In this A case, a spirits industry executive perceives a gap between the under-$10 and the $25-and-up vodkas. Could a midpriced vodka capture some volume from each of those markets? Decisions on pricing, target, distribution, branding, and promotion are considered.

Designed to teach conjoint analysis, this case challenges students to make tactical decisions based on marketing research. It should be paired with the technical note “A Practical Guide to Conjoint Analysis” (UVA-M-0675) and that note’s accompanying supplemental PowerPoint file (UVA-M-0675TNP). A National Basketball Association franchise is struggling to increase attendance. It contracts a marketing research firm to conduct a conjoint analysis focusing on several aspects of its season ticket offerings with the hope that it can profitably improve its attractiveness.

Students identify promotion, price, place, segment, targeting, and positioning for marketing “the world’s cheapest car.” This case is effective for MBA, undergraduate, and executive learners studying market segmentation, pricing, cannibalization risk, pricing, and break-even sales in the face of different price and cost scenarios. Has Tata chosen the right marketing strategy? Does the Nano represent an evolution or a revolution in automobile marketing?

An iconic American brand must determine how to maximize net profit by increasing the sales of its highest-margin items in the face of constant retailer pushback including reduced shelf space and promotional support of those same products. This case is suitable for required MBA marketing courses as well as pricing and brand management electives at both the undergraduate and MBA levels. The analytics of the case assume that students can calculate both dollar and percentage margins.

Ken Roberts, the owner of an independent automotive repair business in small coastal city in New England, arrived early for the workweek to discover an unscheduled and unknown vehicle awaiting repair in the driveway. Ken needed to develop a tactical plan for dealing with the owner and the potential repair of the vehicle, mindful of his reputation as one of the best independent shops in the area. As a service marketer, beyond providing competent repair work, he knew that word of mouth was crucial to his business's continued success. Students ar challenged to evaluate this situation and provide recommendations within the context of the marketing of services.

In 2007, BP sought and received regulatory approval to expand operations at its Whiting Refinery in northwest Indiana. Had the project gone forward as planned, the refinery would have discharged significantly higher levels of pollutants into Lake Michigan, but would have also contributed to economic development in the region. The result of BP seeking and being granted regulatory approval triggered a firestorm of controversy from multiple segments of society. This case study draws from secondary sources to examine the positions of a variety of stakeholders who influenced BP's decision as to whether or not it should expand its Whiting Refinery. Relevant stakeholders included for analysis are citizen and environmental organizations, political groups, trade associations, BP's employees, and stockholders. The intended target audience for this case is upper-level undergraduate business students studying issues related to business and society, such as corporate social responsibility and sustainable development.

Marketing tactics such as pricing, promotion, placement, and product decisions all help business owners create a need for their products or services. What managers seldom realize, however, is that the marketing decisions they make primarily to increase sales and market share have a great impact on society at large and thus have significant ethical implications. These seven caselets, which cover a variety of topics (including “the article of the half-truth,” “creative interview tactics,” and “truthfully representing your company”), explore the ethical implications of decision making in the marketing arena.

Specializing in local, organic meat and produce, Retail Relay developed a new business model for online grocery shopping and delivery. Having succeeded in the small market of Charlottesville, Virginia, it was considering expanding to other, larger markets. This case focuses on customer lifetime value analysis and how this analysis, when paired with previous experience with consumer promotions, can guide thinking in developing the best strategies and tactics for entering new markets.

Business Administration (Marketing).

MBA.

Although it has become fashionable to talk about how things business are changing at a nanosecond pace owing to hyper-competition, disruptive technologies and empowered consumers; the real change has been based on digital revolution and management of information. Most of the new introductions are entering a phase of facelessness from being innovative within a year of their appearance; whereas, as per one estimate, the breakeven volume is achieved after three years. This puts insurmountable financial pressure on marketing companies. In order to remain ahead of competition, they are introducing more and more new products in growth areas. In this paradoxical, complex situation; a reputed marketer in the pharmaceutical arena like Artichem entered a maturing market of Omeprazole whereas growth areas like Lansoprazole, Pantoprazole and Esomeprazole were still open to them. Did they make a mistake? Was it a bad idea to embark upon? Should they go for introducing new molecules even after a successful launch in the same segment?

The student shall be able to: explain the term “positioning” and shall be able to explain why he should go ahead with introducing a brand in an existing and maturing product category; explain the term “product life-cycle” and shall be able to take rational decision in the midst of pressing circumstances to manage a new product in a likely to decline market; and explain the term “new product development” and shall be able to apply the theories of new product development for brand success.

Nil.

Marketing strategy, product positioning, brand building, and economies of scope.

MBA groups, marketing consultants and business management students of undergraduate and postgraduate level.

Abhishek Industries Limited (ABIL) is an entrepreneurial venture of Mr Abhishek Batra that came into being in 1993. ABIL is the leading supplier of Terry Towels to some of world's leading retailers including Wal-Mart, JC Penney and Sears. In spite of some business fluctuations, ABIL has an impressive performance record that is reflected in its financial data. The concern, however, is that of product commoditisation, since established foreign importers and distributors prefer to sell the products under their own brand name. Consequently, even though the export margins may be lucrative; the lack of a brand presence is what bothers the senior management of the company. Given an optimistic domestic business scenario, the senior management is once again evaluating the odds to enter the domestic market using its own brand name. While some of the younger managers are optimistic and want ABIL to emerge as a brand, some senior colleagues are unsure.

The student's skills will be sharpened in working through a problem; it will help the students take an active role of a thinker, analyser, evaluator, decider and implementer; it will assist the students in learning to reason with the given quantitative as well as qualitative data; it will help the students think critically and reason effectively; it will make the students realize that the emphasis is not on solution. Rather, the process of arriving at a solution is more important.

Teaching note.

Hospitality and tourism management; strategic management; marketing, transportation system management and human resource management.

Undergraduate in business and management and hospitality and tourism management.

This teaching case outlines the historical background, successes and challenges of the national airline of Jamaica. It shows how a national airline, which is a heritage asset and one that has provided nostalgic and sentimental value to the Jamaican people and its passengers, had to be divested. The airline has been faced with several challenges; the major one being high-operating costs, especially in light of the global economic recession. The case also highlights the various procedures carried out by the Government of Jamaica before and after the divestment arrangement and also by the acquirer, Caribbean Airlines.

The student should be able to: first, differentiate among the various strategic management terms and concepts used in the case; second, explain the importance of strategic decisions versus emotional decisions; third, assess the environmental factors that impacted Air Jamaica's operation; fourth, analyse the environmental factors that should have been considered by Caribbean Airlines before making the decision to acquire Air Jamaica; fifth, carry out a comparative analysis of the various corporate-level strategies to identify the best option for the Government of Jamaica; sixth, propose reasons why Caribbean Airlines acquired Air Jamaica.

Teaching note.

International marketing, distribution channel management, market entry, strategic management.

Masters level management students and executives specializing in distribution channel management. This case can also be applied to Masters level analysis of strategic marketing.

The case examines BBMCI, a wholly owned subsidiary of a multinational making an entry in the Indian consumer appliances market. The focus of the case is the distribution aspect of the market entry strategy, its formulation and implementation.

The key learning objective is to evaluate distribution channel design and monitoring mechanisms. The case examines the linkage of distribution strategy formulation and the implementation challenges in a large and internationally extended sales organization. The key takeaway would be the need to change the distribution strategy as the organization's position in market evolves.

Teaching note.

Services management, strategy, marketing.

Services management, strategy, marketing.

Owned and operated by the Tata Group, Ginger Hotels is the first-of-its-kind of Smart Basics™ hotels across India. The case explores the business model and the relevance of the service concept given the Indian context and consumer behaviour, the marketing strategy, and communication strategy of Ginger. Challenges such as the use of outsourcing, learning and development, and attrition are discussed.

From a marketing perspective, this case can be used to demonstrate understanding of consumer behavior, reshaping customer expectations, perceived service quality, Gaps in service, service orientation, and value-for-money positioning, aggressive advertising and promotions, use of the marketing mix to introduce a new service concept in a market. From a management perspective, the case can be used to highlight how the marketing strategy is being delivered through a focus on service staff (selection, training, and motivation) and operations (logistics, IT, and communications), and branding (brand strategy – alignment to the corporate strategy).Third, the case is suitable for highlighting strategy – analyzing current competitive advantages, and carving out potential future competitive advantages in a services context. For example, strategic analysis models such as Porter's industry analysis and value-chain models can be applied to examine the sources and sustainability of Ginger's competitive advantages. The case can also be used for teaching service innovation.

Teaching note.

Retailing, services marketing, marketing strategy.

Undergraduate Business and Management, MBA, MA Marketing/International Business.

Giordano is one of Asia's most successful retailers, with operations in East Asia, Southeast Asia, the Caribbean, and the Middle East. With a strong emphasis on customer service and value-for-money, Giordano was able to differentiate itself from its competitors. The question is: how can Giordano maintain its competitive advantage in the future? Amid increasingly stronger competitors and changing industry conditions, Giordano had to critically evaluate its sources of competitive advantage and key success factors, and perhaps consider repositioning itself in current and new markets.

This case is suited for a retailing or services marketing/management course. It demonstrates the power of a tight integration of marketing, operations, and human resource management to deliver value-for-money. Specifically, it can be used for the following teaching objectives: from a marketing perspective, this case can be used to demonstrate the successful integration of a strategy based on service orientation, value-for-money positioning, and aggressive advertising and promotions; and from a management perspective, the case can be used to highlight how the marketing strategy is being delivered through a clear focus on service staff (selection, training, and motivation) and operations (logistics, IT, and communications), combined with an organizational culture that encourages staff to try new things (and accept errors as a consequence).

Teaching notes.

Corporate social responsibility (CSR).

The Homegrown case is designed for teaching corporate social responsibility and business ethics at undergraduate and graduate levels. The case may be used on a variety of courses including: corporate social responsibility, business ethics and corporate social responsibility, and business ethics.

In May 2003, the headline of the East African newspaper screamed “The Kenyan Horticultural Industry under fire.” The industry was accused of exploitative labor policies with respect to working conditions, workers' welfare, sexual harassment, and exposure to harmful pesticides by the key stakeholders led by the Kenya Human Rights Commission. The stakeholders had announced plans to conduct national and international campaigns against the flower growing and exporting companies in Kenya. Mr Richard Fox, the Managing Director of Homegrown was worried that the publicity had adversely tarnished the image and reputation of the horticultural industry in Kenya as a whole, including Homegrown. He wondered how best to respond to these allegations. Should Homegrown wait to see what the competitors and other stakeholders would do, as these were industry-wide problems or should Homegrown take the lead? And if so, what should be the scope of the programs, given the diverse nature of the issues? He had to make decision quickly.

The case provides opportunity for students to analyze, discuss, and debate topical issues in CSR. At the end of the case, students should be able to: identify emerging CSR and ethical issues facing the horticultural industry in Kenya; analyze the cost of implementing CSR programs in business organizations; evaluate the impact of CSR programs on business performance; justify and defend choices on CSR, and ethical decisions.

Not included.

Communication strategy, segmentation, branding, customer value, competitive analysis.

Undergraduate and Postgraduate Business and Management; Hospitality and Tourism Management; and Communication Management Students.

This case spotlights the Jumeirah Group an indigenous United Arab Emirates brand and a leader in the hospitality sector, managing iconic properties like The Burj Al Arab and Emirates Tower. This case focuses on the Chopard's Ladies floor, a full floor dedicated to women and managed by women. Jumeirah was the first to introduce this concept in the Middle East. The case highlights the challenges of maintaining a first mover advantage; adapting to change, developing a multi-pronged communication strategy and indentifying key target customers.

This case can be used to teach concepts from marketing management (segmentation, targeting, customer perceived value, the consumer buying process, and marketing mix); competitive strategy (environmental analysis, how to chunk down information from a macro-context to a micro-context; concept of synergy; benchmarking and choosing strategic groups; industry analysis) and communication strategy (setting a communication objective; choosing the communication mix, and building control measures).

A teaching note is available on request.

Management, marketing and branding and strategy.

Undergraduate and postgraduate management courses.

This is a real-life case involving a confectionery manufacturer in Malaysia where it has grown over the years. As the market becomes more competitive, more challenges are confronting the company. Although there is still profit to be made, the margin is declining. Hence, the management of King's Biscuits Berhad must embark on the marketing environment scanning to prepare the company for future challenges and to ensure continued existence. As in the case of most strategy cases, little guidance was available for the students to reflect upon.

With the completion of this case study; student will be able to familiarize with the exercise of marketing environment scanning, determine the branding, product lines and positioning issues, adopt the marketing mix concept into real practice, and have the opportunity to visualize a true business scenario and simulate their minds and thinking towards managing a business.

Teaching note.

Marketing.

This case can be used in a principles of marketing course, at Introductory, Executive or MBA level, it is particularly suitable as a case on promotions policy as one of the 4-P's, to illustrate the role of marketing communications as part of an integrated marketing strategy, or to illustrate the building of a service brand.

The case illustrates a number of practical marketing issues: the marketing challenges of launching a budget airline: gaining high visibility and awareness with a relatively low share of voice; the relationship between an organisation and its advertising agency; the requirement to maintain a consistent marketing strategy over time, but to adapt the execution as market dynamics impact the consumer. Given the dynamics of most industries, kulula.com cannot afford to be complacent, as new entrants are always on the horizon. The dilemma facing Gidon Novick and his team is to rethink the sustainability of its current strategy, how to grow and protect its position, as well as the relationship with its advertising agency and its communication strategy – is a more relevant campaign or a new agency required to keep the marketing communications interesting and current?

The expected learning outcomes are: to analyse the success of communications campaigns; to explore the issue of client/agency relationships; to understand brand building strategies, how to create a distinctive position, and how to build a services brand; To understand the key success factors for a low-fare niche positioning strategy, and to examine the sustainability of this low-fare strategy; and to identify some product line extension opportunities for kulula.com.

Teaching note.

Market development; market analysis; customer incentive programmes and segmentation.

Undergraduate Business and Management, MBA/MA Management.

The Singapore subsidiary of AHL Insurance Corporation (AHL) was trying to expand its customer base through a “recommend-a-friend” programme. Ideally, the incentives would encourage the top tier customers to refer more friends to help AHL further penetrate the market and expand its customer base. Instead, the programme worked the reverse on these customers and referrals from “Apostles” fell. Ray Stevenson had to find out why this was so and think of a way to rectify the problem.

This case will enable students to analyse a business decision which ultimately proved unsuccessful to the point of adverse market reaction. Students will examine the reasons for this poor market perception; conduct analysis of field test data and provide managerial conclusions and recommendations identifying the correct course of action.

Teaching notes.

Mobile marketing.

Undergraduate and Graduate levels.

Driven by the ongoing evolution in mobile technologies and the increasing penetration of smart phones, the use of the mobile medium for marketing purposes is becoming more and more popular across industries. This case study presents an overview of the mobile marketing ecosystem embedded in the story of the transition of Turkcell from a traditional carrier into a leading mobile services provider. The aim is to familiarize the reader with the benefits and challenges of using the mobile medium for marketing communications and provide lessons from Turkcell experience for success in mobile marketing.

Develop a comprehensive understanding of the concept of “mobile marketing” and the current state of mobile technologies; develop a general knowledge of various types of mobile marketing applications; have a general knowledge and understanding of the consumer-centric value propositions of mobile marketing; gain a perspective on the nature and dynamics of mobile business environment and have the chance to examine real-market campaigns that leverage unique properties of the mobile medium.

Teaching notes.

Marketing.

This case can be used in an international marketing course or module, at executive or MBA level, and is particularly suitable as a case on global branding.

MTN was launched in 1994 as a leading provider of communication services, offering cellular network access and business solutions. After building up a successful operation in South Africa, achieving a market share of some 38 per cent (second only to Vodacom, the dominant mobile telecommunications provider), the group began its expansion into the rest of Africa in 1998. It was the first South African cell phone network operator to do so. The objective of this expansion was, despite the uncertain political and regulatory environment, to take advantage of the market opportunities in Africa, given its underdeveloped telecommunications infrastructure and the transferability of MTN's skills into other African countries. At the time of the case (June 2005), MTN had established itself in eight different African countries, with a subscriber base of 14.3 million in South Africa and 2.9 million in the rest of Africa, with plans for further growth in the territory and elsewhere. As a result of this international expansion, a major challenge was to ensure consistent branding in the different countries.

The expected learning outcomes are: to explore the challenges of international expansion into new markets; to understand global brand building strategies, how to create a consistent identity and how to build a services brand; to understand the challenges of implementing a marketing change strategy across different countries with different cultures and with employees with different agendas and to highlight the importance of people in providing a service and in delivering the brand promise.

Teaching note.

Marketing-managing customer relationship, market positioning, target marketing, product strategy, distribution, retailing and supply chain management, integrated marketing communications.

Undergraduate and graduate students in international marketing; business administration; strategic decision making and general management courses.

The case study focuses on the current scenario within the Indian automotive lubricants industry, in order to provide an understanding of the marketing challenges, especially in retailing and distribution, faced by organisations within this highly competitive sector. The case examines the implementation of marketing strategies into practice and provides an insight into the importance of branding, market segmentation, market positioning, product and pricing strategies and customer relationship management (CRM).

The case study enables the students to understand and analyse: the current business environment and dynamics of emergence in the Indian automotive lubricants market; the critical success factors for doing business in the Indian automotive lubricants market and the associated opportunities and challenges; the importance of distribution and retailing strategies in the Indian context; Izo's growth and expansion strategy in India; and Izo's sales management and CRM systems and there importance to the success of the business.

Teaching note.

Sport marketing, sponsorship, marketing strategy, event management.

Undergraduate and Postgraduate Business and Management.

This case discusses sport marketing within an emerging market business environment. PromoSeven Sports Marketing is the focus company. PromoSeven name is synonymous with major events particularly Emirates Airline Rugby 7s and the Olympic Council of Asia. The case highlights the challenges facing sponsorship, event management, sport marketing and PromoSeven's own business strategy after the 2009 economic downturn drew attention to Dubai's financial situation.

This case can be used to teach sport marketing, sponsorship, event management, and marketing strategy. It can also be used to identify target market segments for sports and the positioning that may appeal to those segments.

A teaching note is available on request.

Agriculture knowledge, market intelligence, emerging business model.

It is best suited to teach undergraduates and graduates in the areas of rural marketing, agri-business management, service management and information and communication technology for development.

India is changing with great pace by inclusive growth on espousal of technology into the mainstream. Indian farmers are wholly depending even now on traditional methods for decision making on entire agriculture supply chain. The constant decision making provides middle men with a chance to exploit and empower themselves on the returns produced by farmers. Technology is creating waves providing an opportunity for farmers to benefit by adopting information and technology to solve their basic livelihood problems. The Thomson Reuter group launched a SMS-based mobile information service to support India's 250-million-strong agricultural community. The service, named Reuters Market Light (RML), is trying to provide a missing link by providing required information in the quickest possible time to farmers; user need-based services are critical to this. How far RML services are delivering in this context is quizzed by some analysts. Thomson Reuter's service started with the global climb down in commodity prices, coupled with increased risk of natural disasters as per experts. The competitors providing similar services at price which differ with RML wondered about the success, scalability and sustainability of its venture.

This is a practical view of how these interventions can be better looked at and can get into policy for a framework for rural areas' socio-economic development.

Teaching notes.

Strategic marketing/marketing management.

Undergraduate and post graduate courses in the principles of marketing, strategic marketing, strategic management, services marketing and hospitability management.

This case focuses on the critical success factors of “Scandic” hotel chain by highlighting its road to becoming the leading hotel chain in the Baltic region. This case covers a wide range of situations in which strategic marketing decisions were made, for example, the Scandic Sustainability Fund, supporting initiatives to promote sustainable social development. Special attention is devoted to how the case company's business philosophy is implemented to identify and differentiate its customers, in order to sustain a customer centric strategy and develop long lasting relationships.

Following analysis of the case students should be able to: first, understand how marketing strategies can be utilized to effectively differentiate organizations from their competitors by capitalising on distinctive strengths, leading to the delivery of better value to stakeholders; second, understand how marketing strategy deals with the interplay of “the strategic three Cs” (customer, competition and corporation) in better satisfying customer needs; third, appreciate how companies operate within a given environment and the benefits of developing an environmental strategy.

Teaching note including lecture plan.

Segmentation, business impacts of decision making, hotel management.

Undergraduate Business or Finance.

The sales manager at a Caribbean hotel wonders whether to accept a large block booking at a discount rate from a group participating in an international sporting event. Do the promised publicity benefits justify the risk of turning away guests from higher paying segments?

The case should: highlight the potential for conflicts when customers from different segments with different needs and expectations find themselves in close contact with each other; identify the trade offs that may have to be made when acceptance of a large block booking might displace regular customers; and calculate the incremental financial impact of revenues from new business less revenues forgone when capacity limitations mean that some traditional business will have to be turned away to accommodate the block booking.

Teaching notes.

Services marketing, hotel management, branding, and promotion management.

Undergraduate business and management; MBA/MA management courses.

Banyan Tree Hotels and Resorts had become a leading player in the luxury resorts and spa market in Asia. As part of its growth strategy, Banyan Tree had launched new brands and brand extensions that included resorts, spas, retail outlets, and even museum shops. Now, the company had to contemplate how to manage its brand portfolio and expand its business while preserving the distinctive identity and strong brand image of Banyan Tree, its flagship brand.

This case illustrates how a powerful service brand can be built even with little advertising. It also exemplifies how pro-environmental business practices can co-exist with a firm's profit objectives. Set in a service context, the case may be used in discussions on services marketing, hotel management, branding, and promotion management.

Teaching notes

Integrated marketing communication (IMC), communication strategy, media strategy, budgeting and usage of metrics in measuring communication performance.

Undergraduate and postgraduate marketing.

The choice of a well-planned IMC strategy becomes crucial for the successful launch of an event. This is a case study on how a brand management consultancy house, TMH, used IMC to launch a world music festival event in Abu Dhabi, United Arab Emirates, in 2009, registering a visitorship of five times their target, 89 percent satisfaction and a staggering 99 percent of the visitors planning to visit the festival also in 2010.

This case can be used to teach IMC, marketing communication strategy, media strategy and scheduling and budgeting.

A teaching note is available on request.

Marketing management – services marketing specialization.

MBA/PGDM senior students studying services marketing as a specialization course.

US Technology Private Ltd (UST) is a major software services company in India. It was started in 1999 with a few employees at an offshore development centre in Trivandrum. Now in 2010, renamed UST Global, the company has over 7,000 employees worldwide. Phenomenal success of such a software company, in the left-oriented party dominated state of Kerala, has invited the attention of many people in the industry. The company earned valuable foreign exchange through software exports for the country and the state over the last ten years. The company has created innovative service differentiators, to impress on its clients, on the advantage of doing business with the company. The cementing customer satisfaction and derived customer delight that the company has created in their clients, has secured stable customer relationship management and customer loyalty. This reinforces the trust they have shown in the services management philosophy adopted by the company. The company's unique hybrid delivery model has worked well with its clients. Its unique selling proposition of “few clients and more focus” has resulted in delight of its customers, as they see it as a value addition for their money's worth. The leadership team attributes the success of the company to its fundamental core values and twin strategy of customer centricity and employee focus.

These are: customer perception of service; purpose of customer relationship management; service differentiators; and employees' role in delivering successful software service solutions to the customer, etc.

Teaching notes.

Strategic market entry; international business; marketing.

MBA/MA in management; international business; postgraduate.

This case is based on a real-life situation of an existing transnational firm contemplating to enter a new market in a developing country. It involves a gamut of issues ranging from firm-strategic market entry, competitive positioning, international marketing strategies (including international market segmentation) and international product lifecycle. These issues revolve on numerous theories namely theories on internationalization (motive, scope, process, scale and timing of entry) and globalization of markets (standardization versus adaptation). In the past, the market was heavily regulated and protected which makes market entry simply impossible. However, a change in government policy is opening up new opportunities for foreign providers to participate in the host country. Although the market potential is enormous, there are various factors that concern the firm in determining its market entry and marketing mix decision.

After carrying out this exercise, students are expected to be able to: evaluate a firm's internal and external position in market expansion decision; assess a country's attractiveness in terms of its potential, competitive intensity and entry barriers; identify and discuss the factors that influence firm's marketing mix decision (standardize/adapt); and determine the firm market entry and the tactical decisions.

Teaching notes.

Retail marketing management.

Undergraduate management; MA; Master's in Business Administration and Master's in Strategic Marketing programs.

Opening of the “Dubai Mall” in November 2008 set a new benchmark in retail history. The mall is considered the largest in the world by space and 6th largest in the world in terms of gross leasable area. The Dubai Mall is the UAE's most ambitious retail launch to date. This case examines how in today's highly competitive retail environment, added-value retailing, experiential retailing, or retailtainment has become a major component of the retail strategy mix to establish a competitive advantage. The new phenomenon of “retailtainment” has caught the momentum worldwide and success of Dubai Mall is the live example of its strategic role in the retail mix. The case also highlights the importance of “good location” in the success of retail establishments, whilst examining primary retail location theories and there relation to the phenomenal success of Dubai Mall.

Through this case study students will be able to: understand the roles of “entertainment” and “location” in retail mix strategy; analyse the new trend of “retailtainment” and “quality location” in creating value-added services and gaining competitive advantage in global competitive retail environment; ascertain the importance and application of “retailtainment” and “strategic location” in the real world's successful example of “Dubai Mall”; and diagnose the role of these learnt concepts in the retailing strategies practiced by other retail establishments in their cities/country.

Teaching note.

Strategic management, sustainable development, business economics, construction management, energy management.

Undergraduate and Master's level business and management programmes with a focus on environmental or strategic management.

Fewer than two percent of Guinea Bissau's rural households had access to electricity from the grid. Efforts by the state monopoly to improve that figure by expanding the grid have had little effect, in part because the rural population was sparse. Central Electronics Limited, a public sector based company in India, was assigned to develop economic solar systems as a safe and eco-friendly substitute for the diesel gensets under IBSA (a trilateral, developmental initiative among India, Brazil, and South Africa) with the help of United Nations Development Program. The case provides an opportunity to examine the strategy of a small and poor nation to meet the needs of modern energy sources needed for improvement in health, education, transportation, and commercial development. The case focuses on Guinea Bissau's use of a trilateral partnership to achieve its rural electrification objectives despite several push backs.

Students will demonstrate ability to analyse, comprehend, and evaluate the essence of solar energy as an alternate for costly grid energy in the initial stage of development. It will also provide students to converse with the specific advantages of solar systems over conventional power generating systems and construct a novel solution that serves the needs of various stakeholders at the bottom of the income pyramid.

Teaching note.

Entrepreneurship, Corporate sustainability, CSR, Supply chain.

Master's courses: Entrepreneurship, Strategic management.

In 2002, potential risks deriving from emerging normative demands in the CSR debate prompted Axel Springer (AS) to rethink their supply chain strategy for Russian wood. Being one of the first movers in CSR in the publishing business, AS realized that current practices could spark future public discussion that might put pressure on AS, a key player in these supply chains. In early 2002, AS and one of their main suppliers, Stora Enso, started a joint initiative to redesign the supply chain processes in two of the major Russian logging regions to improve their social and ecological performance. Sometime later, other major players in the publishing sector as well as critical reviewers from several non-governmental organizations (NGOs) were invited to participate in the design of the new voluntary sustainability initiative called “Tikhvin Chalna project”, the second phase of which was accomplished by the end of 2006.

Learn that organizations (specifically high-brand owners) are responsible for practices within their entire supply chains (social as well as environmental performance).

Explore proactive corporate sustainability, CSR strategies are market but also institutional driven; Strategizing involves forming and transforming the rules, norms and standard models of customers as well as institutions such as NGOs or governmental bodies. Whether the initiator of such strategy is successful in increasing or manipulating demands is dependent on its resources and capabilities as well as on its network position. The case supports students in understanding resources being used to successfully transform or create institutional arrangements.

Discover that the value of a business' relationships and its network position.

Teaching note, Video files

Transforming a production-oriented firm into a marketing-oriented firm; aligning marketing strategy of local companies in globalizing emerging markets; creating sustainable competitive advantage.

Post graduate management courses in marketing management, strategic marketing, international marketing, business strategy.

This case is about how the leader in the Indian paper industry, Ballarpur Industries Ltd (BILT), is proactively transforming a production-oriented firm to a marketing-oriented firm to compete in the globalizing emerging market scenario, in the wake of economic liberalisation. It requires the participants to evaluate the impact of marketing initiatives made, and align BILT's marketing strategy to leverage it's strengths and help create sustainable competitive advantage.

To understand the need for local companies in emerging markets to proactively align marketing strategy to build competitive advantage in the globalizing industry.

Teaching notes.

Subject area – Marketing and strategic decision making. Study level/applicability – Undergraduate business and management programmes, particularly with advanced marketing modules; and MBA programmes incorporating strategic management. Case overview – Claudio Bedoya, founder of BioScience (BS) and CEO has decided to launch a new product line, BioMobile (BM), to enter the new telemedicine market. BS is an Argentine company, which develops and commercializes innovative diagnosis equipments since 1995. The BM is a device which sends vital signals (from a patient with a chronic disease) through the mobile phone to a recipient's cell phone (doctor and/or relative).Three market segments, the alternative value propositions and the suggested go-to-markets for each of them are suggested. A debate between Antonio, Claudio's partner and Ydavelis, the marketing manager, highlights the underlying disagreement on which segment to serve and on the choice of value proposition. Expected learning outcomes – The case has been written having a senior classroom in mind. The case works best when used towards the end of the course, as it allows integrating all the concepts discussed in the course as such it assumes that participants have acquired basic concepts of strategic management and marketing management. Thus, it is not in the scope of the case to introduce any new theoretical concepts and no specific reading material is assigned to it:

To apply prior knowledge to an emerging economy setting:

For example: the SWOT analysis, the identification of critical success factors (CSF) for each alternative, segmentation, pricing, or the new product adoption curves.

To calculate the projected revenues with limited data.

To foster critical thinking about a company's strategic planning. Specifically, to be able to identify the underlying business decision: BS needs to decide whether to focus on the B2B/B2C market.

Critically think on the differences between B2B and B2C business models.

Social entrepreneurship, Sustainability and Human Resource.

The case study is relevant for students of entrepreneurship and social entrepreneurship. This case can be used as a case in strategy (growth strategy), marketing and innovation subjects as well.

The case study revolves around Mr Harish Hande and his efforts to build a for–profit social enterprise Solar Electric Light Company (SELCO) to provide electricity to poor and under–served. Harish focused on providing cheap, clean and sustainable energy sources to rural customers at bottom of the pyramid of the society. From the conception of SELCO, Harish has been on a roller–coaster ride of success and failure. Harish has used the problems as a learning ground and improved his business model successfully. But, when Harish tried to scale his operations in 2005–2006 he failed miserably. Some errors in the decision coupled with external pressure had brought SELCO to a verge of collapse. Owing to the determination of Harish and his team, SELCO was able to revive from the difficult times to generate profits again. Harish now again wants to expand but this time he would not take any chances. He wants to analyze and discuss every possible issue, he might face during his expansion plans.

The key learning aspects of this case is to understand importance and practice of talent management. The case also highlights the best practices that SELCO uses to reach its clients and provide them complete solution.

Teaching note.

Tourism and hospitality.

This case has been developed to suit the pedagogical needs of undergraduate and post-graduate students of management in the area of strategic marketing management in the service industry.

The case describes the challenge faced by Gautam Raj, Executive Vice President, Strategic Development, The Oberoi Group, in making submissions to the Chairman, P.R.S. Oberoi for giving shape to the company's future strategic plans and developing the blueprint for further growth. The Oberoi Group is a leading India-based hospitality company, which was looking at selective expansion in the five-star deluxe segments by seeking new opportunities for its luxury leisure business in order to achieve a greater geographic spread. The case gives detailed information related to “The Oberoi” resorts ranging from their genesis to their branding and marketing strategies to put into perspective the challenge faced by the protagonist in making appropriate recommendations regarding the optimal choice of location for new-luxury leisure resorts.

The case is designed to give students an opportunity to demonstrate understanding of generic strategies for sustaining competitive advantage and market selection strategies and to analyse prospective location choices for making recommendations regarding appropriate markets to enter.

Teaching note.

The case is about the selecting the agency to take up the brand building challenge of SRF Limited, a well established, large business in India having diverse lines of “industrial products”. The business decision problem of SRF stemmed from the fact that the corporate leadership team, which had to take a decision on the topic had considerable reservation about the appropriateness of each of short–listed agencies for the job at hand. There were also differences of opinion on what would be the criteria for selecting the brand consultant. The Managing Director had to ensure that the team arrived at a consensus, rather than being foisted with a decision from top.

This case can be taken up in executive education programs as well as the basic marketing management program at the postgraduate level or in a specialist advertising courses. The case can be taught in the core marketing course at the postgraduate level while discussing the selection on advertising agency.

The decision–making focus of the case is about selecting an advertising agency among a set of three, which was most suited to help SRF achieve the repositioning, branding and the awareness creation challenge. The agencies, however, were mostly experienced in building brands for consumer product which was distinct from industrial intermediaries company like SRF. As an organization, SRF had no experience of dealing with an advertising agency, thus the selection was quite a challenge. It brings to focus the decision–making dilemma faced by a large number of companies in emerging markets which are making the transition to brand building.

The following insights could be elucidated by the case:

Help the students understand the corporate branding concept as distinct from product branding. Decision–making dilemmas associated with corporate brand building for a company with long legacy of product branding. Criteria for evaluating the proposals by advertising agency from the perspective of a client organization.

Teaching notes.

Reverse logistics, environment, CSR.

Bachelor and Graduate students.

This case describes the role played by the company in linking various processes and taking the lead in the development of a unique “circular” flow of recycling activity which includes recovery, reuse and recycling schemes. Traditionally businesses were not held responsible for the product after use by the consumer. But, with growing stakeholder expectations in the area of corporate social responsibility and sustainability, businesses are more conscious about managing their social and environmental impacts. Today businesses are beginning to look at reverse logistics not only in terms of economic impacts but also environmental impacts. While consumers and other stakeholders want businesses to be more responsible in the way the product is produced such as to minimize waste production, the expectations have also changed to recovery of products after use in order to reduce cost and environmental impact of recycling. Businesses are becoming more responsible about collecting, reusing, refurbishing or dismantling used products to minimize environmental damage.

The case is significant for teachers and students of “environment management”, corporate social responsibility, “supply chain” and “the importance of networks”. It can be used to understand how reverse logistics helps to minimize waste.

Teaching notes.

Crisis management, reputation and brand management, corporate communication, logistics, organization strategy.

Post-graduate and executive education.

The Eyjafjallajökull Iceland Volcano erupted on April 14, 2010, causing an estimated loss of US$1.7 billion for the aviation industry. At one stage in this weeklong event, 1.2 million passengers were affected with 100,000 flights being grounded across Europe. This case documents the way Etihad, a leading global airline company managed the crisis and continues to learn for future scenarios.

Adaptation strategies, reputation management, brand management, crisis planning and implementation, communication and stakeholder management, scenario analysis.

Teaching notes.

Marketing, marketing communication and business strategy.

Graduate level and some core courses in undergraduate level.

The case describes the evolution of a start-up company, Great Sports Infra Pvt Ltd, which had acquired the exclusive dealership of the largest artificial sports surface products company – FieldTurf Tarkett. Great Sports Infra was started as a small business with a capital of INR 5 million, by Mr Anil Kumar who had won the exclusive license to sell the FieldTurf brand of artificial turf in India and the SAARC region. FieldTurf was a well entrenched brand for playing surfaces in several developed countries around the world. The size, scope and consumer base of the Indian market was vastly different from the mature markets in which FieldTurf was a well established brand. Anil had to find a market for the product in India which was a classic context of “existing product entering a new market” – in this case an emerging market. Identifying new markets and targeting them with a relevant marketing mix and communication mix were the dominant challenges faced by Anil. Having developed the market in India, he now faces competition from cheaper manufacturers and limited growth in the sports infrastructure. The students must deliberate on current strategies and suggest strategies for the future growth of the product in this market.

• Challenges of an established brand entering a new market in the emerging economies. Using Ansoff's matrix to identify the nature of challenges.

• Understanding positioning strategy.

• To understand how to extract IMC strategy from business strategy.

• Targeting each segment differently but keeping the message consistent following the principles of principles of IMC, i.e. harmony, consistency and synergy.

• Understanding the role of 6Ms in designing a communication plan.

• Understanding how to identify appropriate media mix.

• Understanding the holistic IMC framework.

Challenges of an established brand entering a new market in the emerging economies. Using Ansoff's matrix to identify the nature of challenges.

Understanding positioning strategy.

To understand how to extract IMC strategy from business strategy.

Targeting each segment differently but keeping the message consistent following the principles of principles of IMC, i.e. harmony, consistency and synergy.

Understanding the role of 6Ms in designing a communication plan.

Understanding how to identify appropriate media mix.

Understanding the holistic IMC framework.

Teaching notes.

Strategic management and social innovation

Undergraduate and graduate level management/business school students. It can be taught in strategic management and social innovation courses.

GOONJ is a non–profit organization which has life and dignity for lakhs of people in India over the last decade. It aimed at bringing up clothing as one of the important aspects of human life and make it available for the needy keeping their dignity intact. The case begins with Anshu Gupta, founder of GOONJ thinking deeply about the high–priority meeting to take GOONJ to the next level and scale up the operations of his social innovation. It then tries to bring up the potential problem of clothing and menstrual hygiene in India followed by explanation of the present working model of GOONJ which allows them to manage the operations with 97 paisa per cloth. With the dream of taking GOONJ to the next level and converting it into a nation–wide phenomenon, will the present model work?

This case will cover two important aspects: social innovation process (themes, challenges and implications for practice); and strategic management concepts (stakeholder theory, internal–external factor evaluation).

Teaching notes.

Marketing Communication.

At the undergraduate level, this case can be used in marketing courses such as Marketing Fundamentals, Marketing Management, Marketing Communication and Consumer Behavior. This case may also be used for Master's level students for Quality when focusing on safety/security in offices and factories.

This case is used to introduce the concept of B2B and B2C marketing and explore the possibilities of converting an industry that essentially uses B2B marketing communication to choose B2C options. This case is also important for creating awareness on safety and preventive measures in the face of a fire crisis.

Understanding the role of marketing communication. Differentiating between B2B and B2C markets. Exploring the application of B2C marketing communication in the fire suppression systems market in the Middle East.

Teaching notes.

Brand strategy, marketing strategy, service marketing, hospitality management and international marketing strategy.

Post-graduate-level students; practitioners from the hospitality sector, brand management, corporate social responsibility (CSR) and the arts and culture field may also benefit from the case.

Jumeirah Group is a luxury hospitality company that is implementing a global brand strategy after developing a strong-regional reputation. Jumeirah's strong cultural alignment to its Dubai heritage in the form of its hallmarks and communication tag line “Stay Different” is being translated into events, activities, sponsorship and more importantly in terms of service to create a symbolic and experiential brand strategy. For Alice Royton, the Director of Branding for Jumeirah Group, the dilemma was how to maintain the thrust forwards as a top luxury brand and keep brand synergy especially as Jumeirah was increasing its portfolio and the competitive arena heats up in the international market place.

Creation of stakeholder value, brand strategy looking at various brand levels, using arts and culture as part of CSR initiative; communication strategy, emotional touch points and moment of truth as part of interactive service strategy; CRM and loyalty.

Teaching notes.

Marketing strategy; services marketing; tourism.

Upper year undergraduate business/management, MBA, marketing/international business.

Memento Park is a large open air museum on the outskirts of Budapest, that houses statues, and related ephemera related to the communist period in Hungary. The park opened in 1993, four years after Hungary had shaken off its yolk of communism as part of the Iron Curtain, in 1989. This case presents a classic example of a business enterprise that sprang from a concept and access to inexpensive materials directly resulting form a changing external environment. The case presents the issues involved in making Memento Park a sustainable part of the Budapest tourist experience.

This case challenges students to decide how best to determine a sustainable advantage. Arguably the value proposition that is being offered by Memento Park has a number of identifiable benefits to the target consumer. It is not replicable (at least in Hungary), has a truly unique content, and does not have large fixed or variable costs in terms of operations. The question is how to best develop a plan of attack for such a firm?

Teaching notes.

Business, management.

This case is suitable for undergraduate and postgraduate students studying topics related to human resources, decision making, managing in multinational companies and crisis management. In addition, the case is useful study for practitioners in non-governmental organizations (NGO).

Dr Manal Taryam, the Chief Executive Officer, was discussing with Ms Shurooq Al Banna, Marketing Specialist, the achievements and challenges faced at Noor Dubai over the past three years. Noor Dubai is an international charity for the prevention and treatment of blindness. The problem facing these decision makers is the prioritization of their resources to support logistics management, operations, human resources, funding and educational issues. In addition, to meet the needs of the visually impaired, a long-term mission is to establish permanent eye centers in areas of most need.

Students will be able to:

• Describe the problems facing Noor Dubai in relation to logistics management, operations, human resources, funding and educational issues.

• Explain how the management strategies of Noor Dubai prioritize logistics management, operations, human resources, funding and education.

Describe the problems facing Noor Dubai in relation to logistics management, operations, human resources, funding and educational issues.

Explain how the management strategies of Noor Dubai prioritize logistics management, operations, human resources, funding and education.

Teaching notes.

Marketing, Marketing environment, Marketing strategy.

Post Graduate (MBA), Executive Education Program.

The present case study deals with the marketing strategies of Punascha (meaning re-beginning), a publisher of Bengali non-textbooks based in Kolkata, India. This case is suitable for teaching in Marketing Management course in a Post Graduate Program in Business Management. It could also be taken up for an executive program in marketing strategy. The case study is a live case study, which was based on in-depth interviews with the company people and company site visit. The case study discusses how Punascha started from a humble beginning in 1988 and became one of the leading publishers of Bengali books in India. The key focus of the case is on how a company can use marketing tools effectively (and uniquely) and become successful.

Understanding the basics of 4Ps of marketing and how they are used in synchronisation with each other to achieve the marketing objectives. Understanding the role of marketing environment in marketing strategy. Realizing the need of a new product development strategy. Assessing the need of non-traditional modes of marketing communications and its role in product promotion.

Teaching notes.