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Case study
Publication date: 23 November 2023

Shernaz Bodhanwala and Vandita Sanghvi

The case is written based on publicly available data from primary sources like the company’s annual reports and presentations and from secondary sources, as indicated in the…

Abstract

Research methodology

The case is written based on publicly available data from primary sources like the company’s annual reports and presentations and from secondary sources, as indicated in the references.

Case overview/synopsis

Barnes & Noble Inc. (B&N), one of the oldest and largest American retail booksellers founded in 1917, was facing a grim business situation underpinned by a fall in demand, a change in consumer preference and stiff competition. After almost a century of being in the business, B&N was experiencing a fall in market share and weak stock market performance. In 2019, the company was sold to Elliot Advisors – a hedge fund – for US$638m. With the appointment of new chief executive officer (CEO) James Daunt in August 2019, a man known for the turnaround of similar businesses, B&N expected its business’s revival and reorganization strategy to turn profitable. Its long-term strategy of beating competitors with its offerings’ sheer volume and low prices was no longer viable. The turmoil was compounded by top management crises with the repeated changes and ousting of several CEOs in a short span, alongside the COVID-19 pandemic and subsequent lockdowns in 2020 and 2021. Daunt was considering how to overcome the crisis and act fast to reposition the company and regain the loyalty of its customers. Was there more that the company could do to improve the company’s position and restore profitability?

Complexity academic level

The case can be used in strategic management and entrepreneurship classes at undergraduate and postgraduate levels. The case can be used in an investment analysis and management course to teach students the industry analysis technique using Porter’s five forces model.

Details

The CASE Journal, vol. 20 no. 4
Type: Case Study
ISSN: 1544-9106

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Case study
Publication date: 8 January 2024

Hemverna Dwivedi, Rohit Kushwaha and Pradeep Joshi

In the light of the case study and the accompanying case study questions, the incumbent would be able to gain a comprehensive understanding on the theoretical underpinnings of…

Abstract

Learning outcomes

In the light of the case study and the accompanying case study questions, the incumbent would be able to gain a comprehensive understanding on the theoretical underpinnings of retail store expansion, identify the challenges for expanding a brand into emerging markets such as India and apply various marketing strategies aimed at in-depth analysis retail expansion. Learners can further comprehend the importance of brand communication incorporated by the brand to attract its customer subset.

Case overview/synopsis

It was in December 2022, when Mason Chatterjee, the Indian brand head of Armani Exchange (A|X), was confronted with the managerial dilemma whether launching the second store in the city of Ahmedabad would be a right decision. Another issue that was troubling him was how to go about launching a second store in a city which was not a home to other luxury sublabels. The case study illustrates the decisional aspect of retail expansion adopted by Chatterjee, considering the distinct managerial perspectives. Chatterjee found potential in the city of Ahmedabad, owing to an increased number of high-net-worth individuals and other macro factors. The case study is primarily an outcome of research carried out at A|X store at Ahmedabad One mall, Ahmedabad, for over a fortnight in the month of February 2023. The expansion decision of Chatterjee proved to be a success in the city of Ahmedabad reaching a sales figure of INR 1 crore (US$130,344.11) in the very first month of its launch. However, he was confronted with the managerial dilemma of further expansion, just six months after the launch of the latest expansion.

Complexity academic level

The case study is intended for advanced undergraduates or postgraduate programs in management or electives such as marketing, retail management and strategic management. It has not only been specifically designed for teaching the concept of retail expansion but can also be used to integrate contexts on brand’s merchandise mix, retail positioning, visual merchandising and brand communication. The case study has an overview of each of these elements. The instructor may choose them into the context for a wider encompassing detailed lesson or particularly on the main aspect of the case.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS8: Marketing

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 1
Type: Case Study
ISSN: 2045-0621

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