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1 – 10 of 14The teaching objectives of the case are as follows: to develop an understanding of the scope and complexity of strategy and marketing; to examine what is meant by purpose…
Abstract
Learning outcomes
The teaching objectives of the case are as follows: to develop an understanding of the scope and complexity of strategy and marketing; to examine what is meant by purpose, direction, objectives and consider how these might be set and used; to help students think and act in a strategic way; to give faculty the opportunity to illustrate the strategist’s and marketer’s toolbox, namely, tools and frameworks, such as Porters 5 Forces – The attractiveness of the industry, Porter’s Generic Marketing Strategies, strengths, weaknesses, opportunities, threats analysis, the 4P’s – with a focus on product and distribution. The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership. The case offers relevant experiences and instructive lessons in formulating and implementing business strategies. The case highlights the importance of contextual leadership intelligence and competence in enabling entrepreneurial business activities.
Case overview/synopsis
Tomato Jos (Nigeria) is a large tomato processing business in Kaduna, Nigeria. Nigeria is the second-largest producer of tomatoes in Africa, with Egypt as the largest. The country ranks 14th overall as a world producer. In Africa, and specifically Nigeria, there is a strong push to support small-scale farmers as a source of employment creation, as well as meeting the needs of food security. The CEO, Mira Mehata, is an ex-pat graduate from the USA with strong Agri sector experience. The business has received extensive support from the Kaduna Government as the business has secondary objectives to assist small-scale farmers in the region. Farmers need consistent off takers and reasonable set prices to see a return on their investment and Tomato Jos plays that role of being the middle-man. This results in less wasted produce – the bane of farmers globally. The price for fresh tomatoes is about three times that of processed tomatoes IE in paste or sauce – so that is an added challenge for farmers to see the value in processed tomatoes. The business currently has a 2% Market Share in Nigeria with a target of 10% over the next five years. The business so far has invested three billion Naira and plans a further five billion Naira over the next few years. The business is seen as a high-profile success story with a supportive eco-system with a push from both the Nigerian Government and some major private sector players example Dangote.
Complexity academic level
The case is intended for use in MBA and Executive education courses in Strategy, Marketing and Leadership.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CCS 11: Strategy.
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Keywords
S. Ramesh Kumar and Arun Bhattacharyya
Entrepreneurship in emerging markets; the planning of survival and competition strategies of small businesses run by entrepreneurs against well established larger brands.
Abstract
Subject area
Entrepreneurship in emerging markets; the planning of survival and competition strategies of small businesses run by entrepreneurs against well established larger brands.
Study level/applicability
The case can be used at the post graduate level in principles of marketing, entrepreneurship or emerging markets courses.
Case overview
The case looks at the antecedents and process of transformation of a small-scale firm into a marketing-oriented organization, through the lens of holistic marketing. The case focuses on a small-scale Bangalore based Indian company, Vishaal Natural Food Products (I) Pvt. Ltd that had used the concept of marketing orientation and holistic marketing to effectively make use of the advantages of its “smallness” and the characteristics of its entrepreneurial setup.
Expected learning outcomes
How can an entrepreneur survive in a dynamic environment? How should the company conceptually finalize its growth avenues? How can holistic marketing have an impact on the entire functioning of the organization when radical changes to handle the environmental changes, are made? How does the concept of holistic marketing which in textbooks fits in with the complexities of large corporations when they plan their strategies, have an impact on the functioning of these small businesses. The case delves into the conceptual linkages posed by these questions.
Supplementary materials
Teaching notes are available, please consult your librarian for access.
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Keywords
Abstract
Subject area
Marketing.
Study level/applicability
This case may be used by instructors to teach undergraduate, post graduate and executive level programmes in management. It may be used in basic marketing, branding or marketing strategy courses. The case may serve as a platform for the instructor to discuss the concepts and issues related to positioning and repositioning.
Case overview
Tata Chemicals, a subsidiary of the Tata group, launched the “i-Shakti” brand six years ago for its low-cost “solar-evaporated” salt for rural customers. In 2010, the company extended the brand equity of i-Shakti to a premium segment and launched a new brand “Tata i-Shakti” with a range of unpolished pulses. Changing the brand name and customer base from “i-Shakti for rural market” to “Tata i-Shakti for premium market” created a dilemma among customers in the market. To overcome this problem, in October 2015, the company’s portfolio of pulses, gram flour and food grade soda under “Tata i-Shakti” label has migrated into a new brand “Tata Sampann”. The company also launched a range of spices under the brand name of “Tata Sampann”. This new brand “Tata Sampann” was launched to serve the premium segment with an aim to “enrich everyday meals with extra nutrition and extra joy”. Also, this brand recreation was made by the company with anticipation to make avenues for future launches in the staples and food segment under Tata’s consumer products business. It has been almost a year since Tata Sampann was launched in the market. Given the tough competition and expected growth of the spices market in India, it remained to be seen whether “Tata i-Shakti” was rightly rebranded or repositioned with “Tata Sampann”.
Expected learning outcomes
To make participants understand the basic concepts of branding such as umbrella branding, brand repositioning and rebranding. To make participants learn about various brand elements and how they contribute in communicating the value proposition of the brand. To make participants appreciate various marketing and brand related strategies.
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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Keywords
Vinit Vijay Dani and Meeta Dasgupta
The learning outcomes of this paper is as follows: to showcase how a futuristic mission and planned branding initiatives can help start-up social enterprise to create a successful…
Abstract
Learning outcomes
The learning outcomes of this paper is as follows: to showcase how a futuristic mission and planned branding initiatives can help start-up social enterprise to create a successful brand; to explain how a comprehensive understanding of the target group and innovative products/services and channel strategies help GoBhaarati position itself as an upcoming not for profit social enterprise; to argue how proper brand mission and branding can help even a small startup to create a brand identity in a fiercely competitive fragmented market dominated by big players; the constraints GoBhaarati faced in constituting and aligning distribution channel. These impulsions can have legal, environmental and or managerial foundations.
Case overview/synopsis
GoBhaarati Agro Industries and Private Limited (GoBhaarati) operated as a nonprofit social enterprise in the Health and Wellness Industry, providing natural indigenous traditional Indian products such as millets, honey, turmeric, jaggery, rock salt and serving millet-based snacks to consumers. At the epicenter of Gobhaarati's branding strategy was its health and wellness positioning. The company's mission was to increase the positive perception of millets and to convince consumers that there was intrinsic value in a product's origin and production processes. Iriventi aimed to achieve a turnover of at least ten crores by 2025, but the company's sales and financial resources were limited. With this clouding in mind, Iriventi could not decide whether to let GoBhaarati stay niche in business or to expand it organically.
Complexity academic level
Graduate and executive management education students can use the case. The case may also be used to focus on entrepreneurship and distribution management for start-up social enterprises.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 8: Marketing.
Details
Keywords
Strategic Management.
Abstract
Subject area
Strategic Management.
Study level/applicability
MBA, Executive MBA.
Case overview
This case deals with Harsh Mariwalla’s struggle to develop an innovative company from scratch. The journey of innovation is not an easy one. Marico was forced to compete with multinationals in many markets where it operated. Constant pressure from rivals has made the company develop a new innovative business model, which is expected to generate profitability and sustainable competitive advantage.
Expected learning outcomes
Students will be able to appreciate the business models, understand the competitive moves by rivals, understand strategy formulation and implementation, understand product innovation and competitive advantage and understand the ability to tackle competition with innovation.
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 11: Strategy.
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Keywords
Manoj Joshi and Apoorva Srivastava
Start-ups, entrepreneurship, innovation and innovative practices, risks, uncertainties, differentiation, internationalization, competition, business models, operationalizing and…
Abstract
Subject area
Start-ups, entrepreneurship, innovation and innovative practices, risks, uncertainties, differentiation, internationalization, competition, business models, operationalizing and implementing strategy.
Study level/applicability
The case is suitable for MBA students.
Case overview
Vinay moved to the capital city of a Northern Indian state, which also happened to be a commercial hub, after his family business failed. The family succumbed to living in a room without electricity and doors. Vinay had dreamt of establishing his own business empire by being a successful entrepreneur. Steered by this intent, he established a pharmaceutical company with the name of Ayuvayur Pharmaceuticals. The challenge was to establish an innovative Ayurveda-based pharmaceutical products-based firm and to build a leading business empire with a customer focus. Progress was not smooth and the challenges ahead multiplied. Despite his ability to cope with barriers, risks and uncertainties, Vinay and his business, was challenged to grow globally and emerge from its nascent structure. How should the business expand?
Expected learning outcomes
Students can discover the following key learning points: how an enterprise is born; the importance of entrepreneurial recognition and orientation; the lead characteristics of an entrepreneur; how a start-up is born despite the unfamiliarity of the entrepreneur with the field he enters; the role of innovation in a small enterprise; and the risks, barriers, uncertainties and challenges associated with entrepreneurial activity.
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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Rangson Chirakranont and Olimpia C. Racela
After reading and discussing this case study, students will be able to explain the concept of diffusion of innovation and predict how the passion fruit-infused vinaigrette (PFIV…
Abstract
Learning outcomes
After reading and discussing this case study, students will be able to explain the concept of diffusion of innovation and predict how the passion fruit-infused vinaigrette (PFIV) might spread throughout the Thai market; analyze the market environment for condiments in Thailand and identify specific opportunities that Preedha Vinchit and her team should consider for the successful launch of the PFIV; interpret both qualitative and quantitative data gathered by the new product development (NPD) team and discuss its implications for the product’s market strategy and development; and critique the initial launch plan proposed by Krit Anon, suggest practical strategies and calculate the break-even point necessary to meet the project’s financial goals.
Case overview/synopsis
During July 2023, Vinchit, product marketer at the Thani Food Institute (TFI), faced a critical decision regarding the launch of the APFIV. Developed from TFI’s patented passion fruit peel powder, the PFIV offered functional benefits and addressed the sustainable use of passion fruit resources. As COVID-19 restrictions eased, TFI’s board of advisors anticipated a successful market entry for PFIV. Anon, culinologist and chef behind PFIV’s formulation, expressed keen interest in launching it independently with a startup investment of THB 500,000 (US$14,388). Vinchit, with market research and home-use test results indicating positive consumer reception in hand, contemplated whether to proceed with a launch plan of TFI’s design or endorse Anon’s entrepreneurial venture. Critical considerations included market viability, strategic partnerships, target demographics and marketing strategies encompassing pricing, distribution and promotional campaigns. The decision hinged on maximizing PFIV’s market potential amidst Thailand’s robust condiment consumption and growing health awareness.
Complexity academic level
This case study can be used in undergraduate and graduate courses in entrepreneurship, food product development, marketing strategy, market research and innovation on topics including NPD, opportunity identification, concept testing, consumer research analysis, marketing strategy formulation, business/financial analysis and launch strategies. This case study may be more useful in the middle or later parts of a course or module when an instructor is focusing on any or all stages of the NPD process and the strategic decisions, particularly for aspiring entrepreneurs with limited resources. Additionally, students should have developed at least some preliminary understanding of qualitative and quantitative research methods. This case study has been very effective in demonstrating various organizational processes and decision-making tools, which allow students to apply strategy frameworks and systematically evaluate several alternatives.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 3: Entrepreneurship.
Details
Keywords
Tanmoy De, Nandana S., Dibyarpita Ghosh and Ramkrishna Dikkatwar
Interviewing the protagonist and collecting information from secondary resources such as company documents, company and competitor websites, industry reports and online databases…
Abstract
Research methodology
Interviewing the protagonist and collecting information from secondary resources such as company documents, company and competitor websites, industry reports and online databases like Euromonitor International.
Case overview/synopsis
The case explores the metamorphosis of JK Masale from a small-scale family business in India to a regional player. Over a period of six decades, JK Masale (JKM) has emerged against the backdrop of a fiercely competitive spice industry. India, being a confluence of varied regional cultures, poses a diverse consumption pattern. It varies to a great extent with respect to the specific food habits prevalent in each climatic zone of the country. While the brand had successfully captured the Eastern Market and the western market of the country, Mr. Vikash Jain, Managing Director of JK Masale, contemplated to venture in Southern India and introduce new product categories. The case delves into one of the major challenges faced by JKM over the brand architecture and labelling across product categories. Thus, the case provides an excellent opportunity for budding managers to: analyse the company’s performance in the backdrop of a dynamic competitive environment; understand the nature of strategic decision-making and its appropriateness for a small family-owned business; evaluate a brand amongst brands on the architectural framework and select appropriate brand architecture for new products; and understand applicability and risks associated with growth strategies.
Complexity academic level
The case study can be positioned in both undergraduate and postgraduate level programs for courses on marketing strategy and brand management. Primarily, this case would be ideal to discuss brand relationship and brand architecture in the given context. Instructors have an option to cover concepts like market structure, company analysis, growth strategies and emergent and deliberate strategy through the case.
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Venugopal Gopalakrishna-Remani, John James Cater III and Jerry James Massey
This case study exercise highlights the importance of food supplier selection and forecasting to minimize food cost and maximize profit for a hotel restaurant. The importance of…
Abstract
Synopsis
This case study exercise highlights the importance of food supplier selection and forecasting to minimize food cost and maximize profit for a hotel restaurant. The importance of data analytics in supplier selection is emphasized. The case exercise provides students with a more comprehensive understanding of spoilage and the calculation of food cost percentage, which should save the hotel restaurant under study significant dollars, help the environment, and strengthen the operation. The events described in this case are based on real world experiences.
Research methodology
This research uses a data driven problem-solving approach to accurately forecast food requirements and minimize spoilage.
Relevant courses and levels
Because of its focus on restaurant operations, the case exercise is appropriate for senior-level undergraduate courses or graduate courses in Operations Management, Restaurant Food and Beverage Management, Hotel Management, and Data Analytics.
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Ramkrishna Dikkatwar, Tanmoy De and Mohammed Laeequddin
To understand a firm’s service concept and process; to explain the service design that differentiates itself by making trade-offs in operations and service offering; to identify…
Abstract
Learning outcomes
To understand a firm’s service concept and process; to explain the service design that differentiates itself by making trade-offs in operations and service offering; to identify the importance of deliberately designed interrelated systems and resources to achieve growth in services and to evaluate the fit of new design elements in the service offering.
Case overview/synopsis
Ajay Takeaway Foods LLP (Ajay Foods) is a food venture founded by Mr Jaideep Solanki and Mr Ajay Solanki and operates as a chain of quick service restaurants with a simple mission to sell food that is good, affordable and accessible to all. Ajay Foods serves only pure vegetarian and limited variants of burger, pizza and cold coffee. Ajay Foods rolled out 75 stores in just 18 months during the COVID 19 pandemic. Ajay Foods’ founders were contemplating on expanding menu. There was growing demand for food items such as samosa, wraps, sandwiches and French fries. One of the founders got into dilemma: How many items? and Which item(s) to add to the menu?
Complexity academic level
This case can be used at post-graduate level to teach basic frameworks of service concept and design. The case covers a range of topics such as service processes, service elements and product offerings in a service setting. It can be used effectively with MBAs and Hospitality Management program in courses that focus on Service Management, Service Operations or Service Marketing Strategy.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 9: Operations and Logistics.
Details