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This study examines individual ambiguity attitudes alone and in groups by leveraging the descriptive model of anchoring and adjustment on decision-making under ambiguity. The study extends Ellsberg's probability ambiguity to outcome ambiguity and examines decisions made under both ambiguities, at different likelihood levels and under the domain of gains and losses.

The methodology selected for this study is a two-stage within-subject lab experiment, with participants from different Indian universities. Each participant made 12 lottery decisions at the individual level and at individuals in the group level.

The results show that ambiguity attitudes are not universal in nature. Ambiguity seeking as a dominant choice was observed at both the individual level and at individual in the group level. However, the magnitude of ambiguity seeking or ambiguity aversion contingent upon the domain of gains and losses differed widely across the individual level and at individuals in the group level.

The study enables to contribute toward giving a robust descriptive explanation for individual behavior in real-world applications of finance. It aims to provide direction for theoretical normative models to accommodate heterogeneity of ambiguity attitudes.

The study is novel as it examines a two-dimensional approach by representing ambiguity in probability and in outcomes. It also analyzes whether decisions under ambiguity vary when individuals make decisions alone and when they make it in groups.

Business strategy and industrial economics.

This case may be used early on in a basic course on strategy in an MBA program or in a course in industrial economics. It can also be used in a session of an executive development program on strategy.

The TV Broadcasting industry, worldwide, has been moulded by frequent changes in technology and by regulatory interventions. So has been the case of India. The case begins with a general introduction to the technology of TV broadcasting and distribution and then moves on to a discussion of the technological changes in the Indian context. The evolving structure of the industry in India over three distinct periods is then described. The Industry consists of content producers, broadcasters, aggregators, direct-to-home distributors, multi-system operators and local cable operators. Over the three periods of time, changes in technology and regulation constantly impacted on the structure, the conduct and the performance of players in each segment.

The analysis of the case is expected to demonstrate the use of theoretical frameworks like the structure-conduct-performance model and Porter's five-force model in arriving at a prognosis of the structure of an industry in general, and that of the Indian TV broadcasting industry in particular.

Teaching notes are available, please consult your Librarian for access.

Many studies have shown that from a theoretical and empirical point of view, downside risk-based measures of risk are better than the traditional ones. Despite academic appeal and practical implications, downside risk has not been thoroughly examined in markets outside developed country markets. Using downside beta as a measure of downside risk, this study examines the relationship between downside beta and stock returns in Indian equity market, an emerging market with unique investor, asset and market characteristics.

This is an empirical study done by using ranked portfolio return analysis and regression analysis methodologies.

The study results show that downside risk, as measured by downside beta, is distinctly priced in the Indian equity market. There is a direct positive relationship between downside beta and contemporaneous realized returns, indicating a premium for downside risk. Downside risk carries a higher weightage than upside potential in the aggregate return of the stock portfolios. Downside beta is a better measure of systematic risk than conventional market beta and downside coskewness.

The empirical results support the adoption of downside beta in practice and provide a case for replacing traditional beta with downside beta in asset pricing applications, trading and investment strategies, and capital allocation decision-making.

This is one of the first in-depth studies examining downside beta in Indian equity markets using a broad sample of individual stock returns covering a wide time range of 22 years. To the best of our knowledge, this study is the first one to compare downside beta and downside coskewness using individual stock data from the Indian equity market.

After working through the case, the students should be able to understand Indian political economy and the brand building process of NaMo; identify the media mix strategies used to build the brand NaMo in India; evaluate possible future growth strategies for brand NaMo; and compare and contrast brand NaMo with business brands.

Narendra Modi popularly called as NaMo was the current Prime Minister of India. He belonged to Bhartiya Janata Party (BJP) which won India’s general elections in two consecutive terms 2014 and 2019. NaMo was recognised worldwide for his prudence in leading the country to greater heights of achievement. NaMo started his political journey as the worker of BJP at a tender age. His rise in political career was akin to flagship brand overtaking the parent brand. All the steps taken in the past to position himself as a cult brand, will it fortify to NaMo’s victory in 2024 general elections? Business firms may follow NaMo’s strategies. What can the business brands emulate from NaMo to market and position themselves? Can political success be transpired to business success?

This case is designed for use in a graduate-/postgraduate-level marketing course in segments on brand management, brand expansion and the marketing strategies of a market leader. The case can also be used in a brand management course to discuss brand management models (e.g. Keller’s brand resonance pyramid and brand value chain). This case has particular application for classes that focus on brand equity, STP for any brand (segmentation, targeting and positioning) and brand value chain. The case looks in detail at the Indian political market and brand building process of NaMo and examines competitive moves since its inception. This case can be used in brand management, media management courses. The dilemma can be explained as part of a marketing course for postgraduate and executive programmes.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 8: Marketing.