Case studies

This case is one of a pair of cases used in a merger negotiation. It is designed to be used with “British Petroleum, Ltd.” (UVA-F-1263). One-half of the class prepares only the British Petroleum (BP) case, and one-half uses this case. BP and Amoco are considering a merger, and are in the process of negotiating a merger agreement. Macroeconomic assumptions, particularly forecasting future oil prices in an uncertain environment, and assumptions about Amoco's ability to reduce exploration and production costs make Amoco's future cash flows difficult to predict.

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.

Five carefully constructed problems illustrate the concepts of second-market discounting, price skimming, limit pricing, random discounting, premium pricing, and bundling.

Controladora Comercial Mexicana, a Mexican retailer, had successfully managed the bankruptcy process and was ready to emerge from its problems, primarily caused by speculation and excessive debt, and begin operations anew. Was the restructured Comerci capable of regaining its position as a premier retailer, and more importantly, was the firm capable of repaying the high level of debt that it carried following bankruptcy reorganization? How strong was the reorganized firm? Had Comerci truly left its problems behind in bankruptcy court, or would history repeat itself? How could Comerci raise funds needed for growth – through additional debt? Though asset sales?

This case was researched using publicly available information, including the company's financial statements, bankruptcy filings, news stories about the bankruptcy and financial data bases (e.g. ISI Emerging Markets, Economática, Capital IQ, etc.) to obtain information about the competitors and from financial analysts.

This case is intended for advanced undergraduate or MBA electives in finance. Students should have a basic understanding of valuation and financing before attempting this case. The case could also be used in a corporate finance or banking class to illustrate bankruptcy and credit risk, or could be used in an international business class to illustrate the differences between USA and international bankruptcies.

Marketing.

Undergraduate and postgraduate management students.

Small scale business in India employ almost 30 million people contributing 50 per cent to industrial and 45 per cent to the total exports of the country. The rapid growth of internet has made it possible for the small scale start ups to reach its existing and potential customers without investing much. The case highlights this fact describing the journey of “Chumbak” a small scale business from an unknown brand to the foremost favourable funky product of India. Through this case the authors have tried to relinquish a synoptic view of how Chumbak has used varied social media platforms, to engage and connect with its customers. A survey of 147 customers of Chumbak customers shows that engagement through Facebook fan page of Chumbak positively impacts its purchase intention, brand image and leads to positive word of mouth.

The case highlights numerous dynamics of social media marketing and shows the recent social media promoting methods being used by the little scale businesses to ascertain on-going dialogues with their customers. The Case would facilitate the scholars in learning how these platforms may be used alone as a promotional tool not solely to reach the purchasers but additionally to type a higher complete awareness of the products with reference to Chumbak. The case explains that communication happening at varied social media platforms got to be tailored considering the sort of users.

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Marketing.

MBA students.

Titan Industries Limited is the world's fifth-largest wristwatch manufacturer and India's leading producer of watches under the Titan, Fastrack, Sonata, Nebula, Raga, Regalia, Octane and Xylys brand names. When a joint venture with Timex came to an end, Titan found themselves without a range of watches for the youth, a growing segment with significant disposable incomes. To serve that segment, they launched a range of “cool” casual watches under the Fastrack from Titan sub-brand in 1998. Sunglasses were also launched but under the Accessories division of the company. In 2003, a decision was taken to combine the watches and sunglasses and spin it off under a new group called “Fastrack and New Brands”. Post this spin-off, Fastrack was launched as a standalone brand with the vision of becoming the most iconic and exciting fashion brand for youth. The overarching strategy was to bring affordable fashion to the youth and bridging the gap between the unorganized market and international brands. The product strategy was to extend the brand rapidly into other accessories such as belts, wallets, bags and wristbands. The brand personality was to be irreverent and comfortable with impropriety. Their communications reflected the brand attitude with edgy advertising. The distribution model adopted was to have their own branded stores. The brand grew from a mere INR30 crores in 2003 to INR770 crores in 2013. As the brand grew largely from moving into adjacent product categories, Fastrack managers were always looking for the next product category to enter and dominate. In 2013-2014, the product category seriously being looked at was two-wheeler helmets – a category dominated largely by the unorganized sector with low quality. The challenge was to take a product category that existed mainly due to safety regulations and turn it into a personal, fashion accessory. Was it a large enough market to penetrate and dominate? Would they be able to change consumer perception of helmets being a necessary evil to being a fashion accessory proudly displayed? Can they change consumer purchase behavior to go shopping for helmets instead ofjust buying the cheapest, comfortable helmet? Would the brand extension into helmets strengthen or dilute brand equity? These were the questions that faced Ronnie Talati, the Chief Marketing Officer.

Understand how to go about creating a brand strategy when re-launching it as a standalone brand without the support of the corporate umbrella brand; analyze different product markets to enter and how to arrive at a go/no-go decision; comprehend the challenges of extending the brand into different and sometimes unrelated product categories.

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Marketing Strategy, International Marketing.

MBA Course Core course of Marketing Management. Specialization courses in Services marketing, Marketing Management, Retail Management. Executive training workshops on strategy formulations. Faculty development workshops on teaching pedagogy through cases. Capstone courses.

The case talks about the declining share of Nokia globally, which affected Midcom's business. Despite this downfall, Midcom had maintained a majority share in the market. For now, the Middle East and Africa region was least effected by the global market share drop of Nokia, but Nokia's dropping market share was one of the threats Midcom might face in Africa. The segment where Android and BlackBerry Messenger (BBM) had hit Nokia was a minority stake holder in Nokia's share in Africa. The market itself was growing, but there was stiff competition from brands such as Samsung, Tecno, HTC, Apple and other Chinese brands. The case revolves around the strategies adopted by Midcom to maintain its leadership in the market to avoid the threats from its competitors.

The case seeks an intensive reading, research and a stimulating in-class discussion on implementing marketing strategy mixed with creating experience in the service industry with special focus on the telecom industry. The case is also open to other angles as per the other intents and context of the course and course instructor. Some of the learning outcomes from the case will be in the area of: customer satisfaction, distribution management, market leadership, retailing, competitive strategies in marketing and international marketing.

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CSS 8: Marketing

The focus of the case is on the concepts of customer lifetime value (CLV) and customer equity (CE). Monitoring, measuring and maximizing CLV and CE have become a key priority for all marketers. Instructors can introduce these concepts and its key components.

The main focus of the case is a quantitative assignment that asks students to analyze the convenience for the existing five AFPs (Administradora de Fondos de Pensiones, Pension Fund Administrator) of winning the tender. The use of CLV and CE measurements is particularly relevant. Students need to estimate the impact of pricing on the CLV and CE of the existing five AFPs.

BA, MSc, MBA Courses: CE, Marketing Metrics, Pricing. The case can also be used in courses that focus on Marketing Plan, Marketing Research or Services Marketing.

In early 2009, Valentina Vial was given the assignment to develop the pricing strategy of Alianza to enter the pension industry. The company will propose a commission fee to compete with the country's existing five AFPs. Whichever AFP presents the lowest commission will be awarded the tender. When there are several competitors, the company must guess each competitor's likely pricing decision. In the analysis of the convenience for the existing five AFPs of winning the tender, the use of CLV and CE measurements is particularly relevant. Valentina Vial needed to estimate the impact of pricing on the CLV and CE of the existing five AFPs.

Understand the concepts of CLV and CE and the importance of maximizing a customer's lifetime value for the firm by calculating the CLV and the CE based on a combination of financial and non-financial data.

Illustrate the importance of adopting a long-term strategic perspective (using CLV and CE) in choosing a pricing strategy. Once a firm commits to a pricing strategy, it is difficult to shift course. Given this, the choice of pricing levels should be informed by long-term strategic thinking, including consideration of potential competitive pricing decisions.

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Leadership, organizational behavior, entrepreneurship.

This case study is intended for undergraduate and graduate levels.

This is a leadership case about Agnes Jean Brugger, founder of the A.J. Brugger Education Project (also known as the A.J. Brugger Foundation (AJBF)) in San Juan del Sur, Nicaragua. It is the story of how and why she and Chris Berry co-founded this unique non-profit foundation in tandem with Piedras Y Olas: Pelican Eyes Resort (PEPO) in the late 1990s. The case focuses on how her identity and values shape the origins of AJBF and how the organization evolves in the context of the Nicaraguan and Anglo-American cultures. “Devoted to assisting Nicaragua through education and development of one of the country's most valuable and treasured resources: its young people”, the vision for AJBF was a cutting edge socially conscious venture that grew to meet the needs of the community that had captured Jean's heart and mind. The case ends in early 2009 on the precipice of the biggest economic down-turn the US economy has experienced in recent history. Standing at the edge of this cliff, Jean contemplates the numerous successful accomplishments of the foundation, while reflecting on the many leadership and organizational problems she, as Founder and Chair of the Board, faces.

The case will help participants to: evaluate and discuss leadership effectiveness, identifying responses to opportunities and challenges; explain cross-cultural identity from the Globe Study model and how it impacts organizational interactions; explore successful models of cross-cultural leadership through the lens of gendered theory; explore the ways in which social entrepreneurship can be seen as an extension of socially-minded leadership; describe how socially-minded entrepreneurship is different from traditional forms of entrepreneurship; describe social identity and evaluate its impact on leadership; and discuss the rich historical and community context that influences interpersonal and organizational dynamics.

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Marketing.

The case is aimed at Business Administration students.

Udaipur based Aavaran – the echos of rural India – is a concept by COS-V, a leading non-governmental organization (NGO), which aims at connecting the tribal women of rural India with the mainstream. The NGO, set up in 1988 by Smt. Girija Vyas, was initially involved in imparting vocational training to the rural poor. Later, COS-V was taken up by Alka Sharma, a graduate from the Indian Institute of Crafts and Design, Jaipur, who completely changed the direction of the NGO. Her interest in textiles and crafts led to the genesis of the concept “Aavaran”. Aavaran is a retail outlet which was opened with a vision to provide the Indian market with traditional yet contemporary textiles and clothing. It offers a collection of women's and children's clothing and home textiles using a variety of traditional textiles and crafts. It is an artisan driven concept where the supply chain incorporates the essence of Indian textiles and crafts at every level. From the dyeing, printing, sampling and assembly of garments everything is done by the local women trained by COS-V with the support of DC-Handicrafts. The raw materials – the textiles, grey fabrics, etc. – are sourced directly from the rural weavers and artisans across India. The case study discusses how Aavaran developed the unique positioning of a retail platform for contemporary products made from traditional techniques, skills and hand-based processes; how it could revive the diminishing arts of Dabu and Phetia and how it carved a niche through its channelized marketing efforts.

The case will familiarize management students with the concept of niche marketing with Udaipur based firm Aavaran as an example which developed a unique positioning through its traditionally developed products. It will also acquaint students with a basic understanding of a supply chain with a cooperative firm in focus.

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