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Kerry Chipp and Jabu Maphalala
An understanding of the competitive landscape and consumer dynamics of an emerging market, especially how a small local company learns to take on and deal with global players…
Abstract
Learning outcomes
An understanding of the competitive landscape and consumer dynamics of an emerging market, especially how a small local company learns to take on and deal with global players. Similarly, embeddedness within a market leads to increasing the competitiveness of local brands as they understand local consumers better than international ones. Local brands are also more likely to use home-based and innovative marketing strategies.
Case overview/synopsis
Bliss Chemicals, through their flagship brand, MAQ washing powder, captured market share from global multinationals during a price war. Nevertheless, their competitive landscape and their customer base are dynamic; the company cannot afford to rest on its laurels for long. The case provides insight into the marketing activities of both large and medium enterprises in an emerging market. It also demonstrates the type of marketing activation that engenders strong consumers’ response.
Complexity academic level
The case can be used in undergraduate, MBA and executive education courses on marketing, consumer behaviour, bottom of the pyramid or international marketing courses. It could also be used in business strategy courses on market entry, dealing with stronger competitors, price wars and doing business in Africa.
Supplementary materials
Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 8: Marketing
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J.C. Lesho, B.M. Romenesko and A.F. Hogrefe
JHU/APL has developed and tested ingestible pills that telemeter core body temperature. The hybrids were manufactured as chip and wire on thick film ceramic substrates and surface…
Abstract
JHU/APL has developed and tested ingestible pills that telemeter core body temperature. The hybrids were manufactured as chip and wire on thick film ceramic substrates and surface mount on polyimide boards. The devices have potential applications for divers, astronauts, soldiers in combat, people working in hazardous conditions and people with hypothermia and hyperthermia. Descriptions of both circuit operation and packaging techniques are included.
Charles Margerison and Barry Smith
Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief executive…
Abstract
Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief executive, marketing manager, personnel adviser, production executive or any of the numerous other roles that have to be performed if work is to be done effectively.
Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Abstract
Purpose
Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
While many companies find it easy to generate ideas, bringing them to fruition is another matter altogether. That eight out of every ten R&D projects ultimately fail is ample testimony to this fact. And why is this failure rate so high? Many firms concentrate too much on generating ideas and pay little heed to their implementation while, in other cases, it is simply down to bad organization. Companies undoubtedly have the knowledge and ability at their disposal but fail to utilize it properly.
Practical implications
Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.
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NO doubt the Tighe Report, which is condensed in The L.A. Record for July, will have the scrutiny of all librarians. It is concerned with working conditions as they affect working…
Abstract
NO doubt the Tighe Report, which is condensed in The L.A. Record for July, will have the scrutiny of all librarians. It is concerned with working conditions as they affect working hours, welfare and training and reads as if it were a series of excerpts from Brown's Manual. The “Scheme of Conditions of Service” under which public librarians work—the Report is confined to these; a further report on non‐public libraries is contemplated—makes no allowance for the late hours in comparison with those worked by other Council employees. “Some other” would be a more appropriate phrase as in many towns committee clerks, solicitors and accountancy officers have regular evening duties which are far later than 8 p.m. The report asks the framers of the “Scheme” to provide special pay for hours beyond normal office hours. Hours worked should, as far as possible, be continuous, and not “split,” and if they must by split have, between the shifts, a five‐hour interval. It is not explained how this excellent suggestion can be implemented on a day extending from, say, 9 a.m. to 8 p.m. Is 9–12, 5–8 contemplated? In any case the problem is to get two meals digestibly into the interval. Welfare provisions should include a staff room, where meals can be prepared and eaten, with the proper equipment, furniture and a clock; separate lavatory accommodation for each sex and again the necessary equipment of towels, etc.; first aid supplies; and protective overalls or dust jackets. “The wearing of uniform overalls on public duty”—where we suggest they would be most indicative and useful—“should not be compulsory.” We are not sure if this means that overalls need not be worn or that they need not be uniform in materials and pattern. Educational suggestions include the recognition of hours spent in attending professional meetings and week‐end and summer schools, an adequate staff library of books and periodicals; and every basic text‐book in a “sufficient number of copies to meet the full demands of the staff.” The Report does not indicate if this also means the class text‐book which the assistant uses throughout his course. Staff guilds or committees, on the familiar plan which has been usual in some libraries for forty years, should be encouraged. There is nothing in these recommendations which is new, but they are worth while, as their author implies, as a check which may be used to suggest minimum improvements.
I commenced what, but for a sense of humour, I should call my career at a small, isolated library in the provinces. We were a specialist library. We specialised in non‐specialist…
Abstract
I commenced what, but for a sense of humour, I should call my career at a small, isolated library in the provinces. We were a specialist library. We specialised in non‐specialist material. This may seem mere playing with words. But it is not. The establishment, like myself, was the inheritor of a tradition that libraries were meant for books, not trade journal files, abstracts (whatever abstracts might be), schedules, reports, theses, plans, specifications, blue‐prints, bibliographies, bibliographies of bibliography—all that fried string which (see recent conference papers passim) some malapert knaves are now strenuously wishing upon us.