This case is intended to introduce undergraduate entrepreneurship students to business models via an entrepreneur who has two businesses: a used-car dealership, which he owns with…
Abstract
Synopsis
This case is intended to introduce undergraduate entrepreneurship students to business models via an entrepreneur who has two businesses: a used-car dealership, which he owns with his father, and a used-sport-bike dealership, which he solely owns. Although these businesses seem similar, there are subtle differences in business model that make the sport-bike business much more attractive. Case analysis involves a step-by-step comparison of the two firms' revenue models, cost structures, and investment needs and leaves students with two decision: first, how to best grow the sport-bike business, and second, whether to continue operating the used-car business once his father retires.
Research methodology
Primary interviews, company document review, secondary market research.
Relevant courses and levels
Undergraduate introduction to entrepreneurship.
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Eric T. Anderson and Vasilia Kilibarda
It is February 2011 and Brian France, CEO of NASCAR (the National Association for Stock Car Auto Racing), is facing a crisis. In the last five years, attendance at weekend NASCAR…
Abstract
It is February 2011 and Brian France, CEO of NASCAR (the National Association for Stock Car Auto Racing), is facing a crisis. In the last five years, attendance at weekend NASCAR races has fallen 22 percent and television viewership has declined 30 percent. Key marketing sponsors have recently left the sport. At the same time, the U.S. economy was only beginning to recover from an economic recession that had an adverse impact on the sport of auto racing as a whole. Some leaders within NASCAR counseled Brian that these trends in attendance, viewership, and sponsorship stemmed from the recession and that NASCAR should continue with business as usual. But Brian sensed that the industry needed fundamental change and that he, as CEO of NASCAR, was the one that must lead this change.
With Brian at the helm, NASCAR embarked on an unprecedented amount of qualitative and quantitative research to assess the strengths and weaknesses of the entire industry. At the center of this research was the NASCAR consumer. Highly engaged, enthusiastic consumers were at the heart of an industry business model that had been successful for decades. But in 2011, marketing within all of NASCAR needed to transform, as it was clear that consumers were disengaging with the sport.
As the consumer research results unfold, Brian and leaders within NASCAR must make tough choices and set priorities. The case focuses on four key areas in which decisions need to be made by NASCAR leadership: digital marketing and social media, targeting the next-generation NASCAR consumer, enhancing the star power of NASCAR drivers, and enhancing the consumer experience at NASCAR events. Focus group videos offer students a customer-centric deep-dive into these challenges.
At its heart, this is a case about great leadership and transforming marketing throughout an entire industry. A wrap-up video from CEO Brian France summarizes how NASCAR executives tackled the difficult questions posed in the case.
Understand how deep consumer engagement is at the heart of a successful marketing ecosystem
Analyze focus group videos to understand the needs of today's consumer
Prioritize the market segments that should be cultivated as the next-generation consumer
Understand how differing incentives within an industry are at the heart of many marketing problems
Analyze a complex set of problems and set and manage priorities
Understand the importance of leadership in a time of crisis
Understand how deep consumer engagement is at the heart of a successful marketing ecosystem
Analyze focus group videos to understand the needs of today's consumer
Prioritize the market segments that should be cultivated as the next-generation consumer
Understand how differing incentives within an industry are at the heart of many marketing problems
Analyze a complex set of problems and set and manage priorities
Understand the importance of leadership in a time of crisis
Details
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Keywords
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…
Abstract
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.
Mohanbir Sawhney, Michael Biddlecom, Robert Day, Patrick Franke, John Lee-Tin, Robert Leonard and Brian Poger
Rockwell Automation's Allen-Bradley division was considering how to deal with the threat posed by national distributors in the maintenance, repair, and overhaul (MRO) business for…
Abstract
Rockwell Automation's Allen-Bradley division was considering how to deal with the threat posed by national distributors in the maintenance, repair, and overhaul (MRO) business for its industrial automation products. National distributors were consolidating the MRO distribution channel, offering national account customers an integrated multichannel solution for their MRO needs. Allen-Bradley had traditionally served its customers through high-touch, high-value-added local distributors, but this channel was inadequate for the demands of large MRO customers. An effort by Allen-Bradley and other manufacturers to create an industry-wide electronic sourcing consortium called SourceAlliance.com had failed. Now the company had to choose between redesigning its traditional channel by creating a virtual network of local distributors, striking an alliance with a national distributor, or withdrawing from the MRO market. It had to contend with difficult channel conflict issues in choosing a channel strategy.
To analyze the competitive strategy of a company serving the MRO market.
Details
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Keywords
Brian A. Maris and Larry Watkins
Arizona Snowbowl, a ski area located in northern Arizona, experienced several years of inadequate snowfall resulting in both operating losses and negative cash flows. The CEO had…
Abstract
Arizona Snowbowl, a ski area located in northern Arizona, experienced several years of inadequate snowfall resulting in both operating losses and negative cash flows. The CEO had to decide whether to commit $750,000 for an Environmental Impact Statement (EIS) related to a proposed $19.77 million snowmaking project that uses reclaimed wastewater. U.S. Forest Service approval was required. Data for this case were obtained from the EIS that the Snowbowl submitted to the U.S. Forest Service (USFS). Estimated skier days, revenue levels, capital costs and interest rates are provided to facilitate the decision modeling process. Students are expected to analyze the financial information and decide whether or not undertaking the EIS project is cost effective while taking into account the possibility that the regulatory and legal system might not allow the project to go forward.
Hasan Albeshr and Syed Zamberi Ahmad
Tourism and hospitality management, strategy, economics and customer service.
Abstract
Subject area
Tourism and hospitality management, strategy, economics and customer service.
Study level/applicability
Undergraduate students studying hospitality management, customer satisfaction, customer service and economics.
Case overview
Dubai International Airport is one of the most celebrated airports worldwide. It was constructed by order of Sheikh Rashid bin Saeed Al Maktoum in 1969 and has developed significantly in all sections over the years. Passenger numbers and profits have increased dramatically and the airport has received many awards from various countries and organizations, contributing greatly to economic and tourism development. Dubai International Airport offers unique services and facilities to customers, including the Airport Medical Centre, special needs services, Dubai International Airport Hotel, transportation, lounges, a children's play area, smoking rooms, Al Majlis services, executive flight services, Ahlan services, a modern baggage-handling system and Dubai Duty Free. The quality of service is one of the significant concerns of an international company, including Dubai International Airport, as a high quality brings many benefits to the organization, such as increased customer satisfaction and revenue. Thus, to maintain a high-quality level and compete with other international airports, Dubai International Airport needs to ensure the development of its service.
Expected learning outcomes
This cast study will help understand both the services offered by the airport and their features and understand the concepts of increasing value to customers in lieu of money, the contribution of the airport to economic growth, exceeding customers' expectations, intonation in providing services, some factors of competitive advantages, the application of customer satisfaction theories, the services market triangle and providing a role model to other airports.
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.
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This case highlights repositioning strategies that change a product’s position in the minds of the consumer in response to changes in market conditions. These changes should be…
Abstract
Theoretical basis
This case highlights repositioning strategies that change a product’s position in the minds of the consumer in response to changes in market conditions. These changes should be balanced with a certain amount of brand authenticity and continuity. Brand identity is the vision, core values and key beliefs of the brand. There are four main branding strategies as follows: house of brands, endorsed brands, sub-brands and branded house. These options can be placed in a continuum and the position on the branding relationship spectrum reflects the degree to which brands are separated in strategy execution and in the customer’s minds.
Research methodology
This case is based on secondary data, mainly from interviews of industry leaders in business journals, newspapers, research articles and industry reports, including from international organizations.
Case overview/synopsis
The case examines the frequent revisions in branding strategies by India’s second largest group of hotels – Indian Hotels Company Limited. Repositioning involves changing the market’s perceptions of an offering to compete more effectively in its target segments. However, a certain amount of continuity is also essential to the brand’s development over time. The case helps students to view the brand from two angles as follows: the angle of brand identity and the disruptive angle of new developments. They will examine the rationale for the frequent repositioning strategies using the brand relationship spectrum and whether these will affect the brand identity of the iconic brand Taj.
Complexity academic level
This case has been effectively used with MBA Marketing students in Product and Brand Management and Services Marketing classes to demonstrate how companies use repositioning strategies as a considered response to the market conditions. As competitive conditions and consumers evolve, changes in branding strategy will be necessitated. The students are expected to have basic knowledge of brand architecture and brand strategies. The case can be used to illustrate the brand relationship spectrum and the differences among branding strategies in brand architecture.
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.
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David Güemes-Castorena and Alejandro Téllez-Girón Barrera
Delee founders aimed to change the way cancer radically was detected, monitored, and treated. They created CytoCatch™, a highly sensitive automated benchtop device for the rapid…
Abstract
Case overview
Delee founders aimed to change the way cancer radically was detected, monitored, and treated. They created CytoCatch™, a highly sensitive automated benchtop device for the rapid isolation and analysis of circulating tumor cells from blood samples to make this possible. Strategic alliances with Stanford University, Tecnologico de Monterrey, and UANL strengthened this innovative company’s purpose. Nevertheless, some questions arose when selecting a suitable business strategy to accomplish Delee’s vision. Liza Velarde, Delee’s CEO, was preparing the agenda for the company’s 2025 planning in November 2020. The journey has been challenging, and Liza Velarde faced critical decision-making milestones. What could be the most promising customer segment for her technology? What business model may work better for such a market? How can Delee reduce the time-to-market for their technology? Furthermore, how can Delee fund their development for the following years until FDA approves?
Learning objectives
With the application of this case, the teacher aspires that students understand the following crucial insights: to understand the impact of a business model strategy, identify different possible business models, and explore options; in this sense, intellectual property can offer options to the strategy; to identify and analyze the gender gap in entrepreneurship and its strategic implications; and to identify the relevance of reducing the time to market for a technological product.
Social implications
Gender inclusiveness in entrepreneurship.
Complexity academic level
Undergraduate and graduate-level.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CCS 3: Entrepreneurship.
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This case study draws on interviews conducted with officials from the Rhode Island Department of Environmental Management (DEM), City of Woonsocket and Town of North Smithfield…
Abstract
Research methodology
This case study draws on interviews conducted with officials from the Rhode Island Department of Environmental Management (DEM), City of Woonsocket and Town of North Smithfield. Additionally, it pulls from relevant legal documents, recordings and minutes from meetings of the Woonsocket City Council and North Smithfield Town Council, City Council resolutions, state legislation and local press coverage.
Case overview/synopsis
From 2012–2017, the communities of Woonsocket and North Smithfield engaged in a protracted dispute concerning wastewater disposal. For 30 years, the two jurisdictions had maintained a signed service agreement. Following its expiration; however, Woonsocket imposed a new host fee on North Smithfield. Woonsocket needed to upgrade the facility to comply with mandates from the RI DEM. Over the next five years, leaders from both jurisdictions vociferously fought over the new fee. At the same time, leaders within communities experienced their own divisions. This case study highlights the challenges that decision-makers faced in both communities.
Complexity academic level
This case is appropriate for graduate and executive level courses in environmental policy, communication and leadership.
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Freddie Acosta and Arlene Acosta
Business ethics, entrepreneurship, ICT.
Abstract
Subject area
Business ethics, entrepreneurship, ICT.
Study level/applicability
Undergraduate, MBA, MSIT.
Case overview
The dilemma could be described something like: “I want to do an honest business in order to alleviate somewhat the financial difficulty of my family […] yet my pursuit impacts negatively on my immediate customers”. This is a case of the morality of actions with indirect effects (non-intentional effects).
Expected learning outcomes
Understand actions with double effects, formulate business policy to regulate access to services, appreciate the challenges of starting a business enterprise, understand the social impact of ICT.
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.