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Executives at this Internet-based company evaluate the results of a pricing survey to decide what changes to make, if any, to the annual fee charged for the company’s junk mail elimination services. Founded in 1996, Adios Junk Mail provides comprehensive elimination of unwanted direct-marketing solicitations. Clients select what types of direct marketing they want stopped. Once a month, the company generates a list of customers and their elimination preferences. It then mails the list to direct-mail companies, telemarketers, and database companies, requesting that the customers’ names be suppressed.

Management, Information technologies.

Courses at the senior university level in social and organizational sciences.

This case aims to observe modes, levels and specific problems in application of information technologies in informing, information sharing and collaboration as important aspects in ensuring quality in control of the processes that occur at school. Some deficiencies in application of information technology within these processes have been identified and alternatives to solving them have been offered. The discussion concerning the solutions was performed according to the parameters that were singled out as important in the analysis of the problems. A school that is recognized in Zlatibor region and elsewhere in Serbia for its advanced development tendencies was selected for the case study. The proposed solutions are practically applicable in any work collective.

Modern management strategy in education; the importance of process management in insuring quality of whole management system; the importance of implementation of modern information technologies in school management system.

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

This case was developed to serve as a foundation for student discussion of the use of contingent forms of payment in M&A. The protagonist in the case represents the buyer, and must design terms of contingent payment (“arnout”) that will protect the buyer if the rosy future does not occur, yet reward the seller if it does. Students are given completed discounted cash flow (DCF) valuations of the target (Digitech) under both the seller's and buyer's forecasts, which reveal a wide gulf in valuation. The protagonist seeks to bridge this gulf through a combination of fixed and contingent payments to the seller. Two different earnout designs are suggested in the case. Students must simulate the value of the earnout to estimate the expected value of this provision from the standpoints of both the buyer and seller.

Services marketing.

This case can be taught effectively to MBA/MS students. The case provides students with an opportunity to closely examine various marketing activities and to understand how problems associated with intangible services can be dealt with by using effective integrated marketing communications.

On March 1, 2011, JustEat, the world's largest and premium online food ordering and table reservation portal, acquired a 60 per cent stake in India's premium online food ordering and table reservation portal – Hungryzone. Following this, Hungryzone was rebranded as www.justeat.in. Ritesh Kumar Dwivedy Founder and CEO of Hungryzone and now the CEO of www.justeat.in, soon faced some challenges that cropped up as a result of this new development. Rebranding and the scalability of operations with the existing resources were the major causes of concern. To overcome these problems, www.justeat.in undertook several marketing initiatives and in the process implemented innovative ideas like JustConnect Terminal; introduction of the global JustEast mascots Belly and Brain to replace the existing mascot Aloo Patel of Hungryzone; and various innovative promotional activities to promote www.justeat.in. The case highlights the issues and challenges faced by the management. Finally some significant challenges yet to be resolved are posed. What should be done to deal with the problem of poaching of customers by partnering restaurants? How should www.justeat.in ensure that the partnering restaurants do not perceive it as their competitor in spite of the fact that registering with www.justeat.in helps increase their revenues by 10-15 perx cent? How should www.justeat.in convince popular restaurant chains to register with it keeping in mind the fact that they are already facing excess demand situations?

The case is designed to enable students to understand: the concepts associated with delivering services through electronic channels; communications and the services marketing triangle; key serxvice communication challenges; the integrated services marketing communication mix; strategies to match service promises with delivery; and the services branding model.

Teaching notes are available; please consult your librarian for access.

The purpose of this paper is to understand a new restaurant venture's target segment and create a consumer profile for the new restaurant; to design a positioning statement for the new restaurant; to appraise the marketing strategy and suggest improvements in the marketing mix of a new restaurant venture in the new normal; to discuss the augmentation of services by a new restaurant to compete effectively in the market; and to identify and discuss the vital marketing steps for opening a restaurant in the new normal.

Kelvin, an ambitious and budding restaurateur, had high aspirations with great plans. V café was his first running venture. The income from V café was not enough to improve his social position. He wanted to open a new restaurant (Haikou) and earn more. Kelvin was well aware of COVID-19's current condition and its severe implications for the restaurant business. He did not have any experience in marketing a restaurant. So he was puzzled about understanding the target segment, positioning and marketing mix of the proposed restaurant in the new normal.

The case will cater to business management students pursuing a postgraduate management program. The case can be applied in Marketing Management, Entrepreneurship, Hospitality Management and Services Marketing courses. The prerequisite for this case is a basic understanding of marketing concepts.

Supplementary materials teaching notes are available for educators only.

CSS 8: Marketing

To understand the goals and key performance indicators of online social media marketing and the primary drivers of interaction in a social community. To analyze the challenges faced by the team during the launch of the new digital platform National Bank of Fujairah (NBF) Connect, interacting with an already online present small- and medium-sized enterprise (SME) community. To analyze the concept of community marketing in an emerging country and appreciate the value of digital platforms in customer relationship management. To identify and critically evaluate insights on which ideas for marketing communication activities for NBF Connect can be built upon. To build an operational plan for NBF Connect customer engagement on online social communities.

In 2020, NBF launched a new digital platform for SMEs in the United Arab Emirates (UAE) called “NBF Connect” with the purpose of redefining banking services for the small businesses sector. The digitalization wave in the UAE was revolutionizing various industry sectors. The global banking industry was already impacted by digitalization and some banks in the UAE, especially in the retail segment (Emirates NBD, 2017), had already introduced many technology-led innovations bringing more effectiveness in the processes and better customer experience. However, the SME banking segment was lagging in terms of innovation. In 2020, the COVID-19 pandemic situation, with compulsory lockdowns and social distancing, changed the way of doing business for entire industries and increased the pressure on banks for the provisioning of new digital products. Rose joined NBF in the first part of 2020 as Product Owner of the project NBF Connect. The new digital platform was ideated by NBF to be differentiated from other banking products. It was co-created with insights from and regular interaction with the SME community. After the deployment of the first version of the platform in April 2020, Rose realized that the user adoption and commercial results were below par. Over the next three months, only a few users were using the platform with shallow interactions. This case study looks at Rose’s journey as NBF refined and evolved its SME banking platform, including developing and positioning the digital platform in the market, identifying competitive advantages and developing the right commercial strategy to monetize NBF’s investment in the digital platform’s development.

Students are expected to have knowledge of the issues relevant to marketing and communication management, product management and business development.

Teaching Notes are available for educators only.

CSS 8: Marketing

Marketing management, digital marketing, advertising and promotion management, and technology management.

The case is suitable for BBA and MBA students. It can also be considered in executive education programs.

Venkatesh Kothapalli, the marketing head at Reebok India headquarters at Gurgaon, was in a decision dilemma about the effectiveness of using social media marketing and its employment in the current scheme of marketing strategy being planned. He had been able to generate a fair amount of awareness and excitement amongst potential users on Reebok's social media sites. However, these often fail to convert into topline sales. In addition, Alex his superior had given clear instructions that no separate budget would be earmarked for this type of medium. So Venkatesh had to divert some parts of his existing budgets (which he did from the PR budget and the DM budget) and channel these into the new area of social media marketing. This had also created concerns in Venkatesh's mind about the possibility of the new media not showing favourable results while budgets of the traditional and tried and tested media like PR and direct marketing were being chopped.

These include: understanding the dilemma of an organization's adoption of newer marketing tools as opposed to traditional marketing practices; evaluating the role of newer mediums like social media marketing and its long term and short term relevance; understanding the origins and development of social media marketing to grasp the full scale of its usefulness; and appreciating the complexities of measuring the effectiveness of social media marketing initiatives.

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

PageWell, an e-reading platform provider, was preparing to launch PageWell 2.0 to the larger full-time MBA student market after a successful trial of PageWell 1.0 in Executive MBA (EMBA) classes at the Kellogg School of Management. Research had shown that full-time MBA students would be very interested in using products that allowed electronic access to course materials everywhere and across many platforms and that allowed electronic note-taking and storage. To better understand this user group, PageWell conducted a market research survey of students, faculty, and administrators to gauge their needs, preferences, and potential interest in the PageWell product. The study revealed that MBA student usage patterns, scenarios, and behavior varied significantly from EMBA student needs and perceptions. PageWell now had the task of prioritizing the product requirements and recalibrating the market requirements document to more accurately reflect student needs and thus create a viable product

After students have analyzed the case, they will be able to:

• Use customer feedback to help define requirements for a new product

• Understand the role of personas and scenarios in defining requirements

• Understand how to use scenarios and scenario templates to derive scenario implementation requirements

• Understand how to prioritize scenarios based on customer, company, and competitive criteria

• Write a market requirements document for a next-version technology produc

Use customer feedback to help define requirements for a new product

Understand the role of personas and scenarios in defining requirements

Understand how to use scenarios and scenario templates to derive scenario implementation requirements

Understand how to prioritize scenarios based on customer, company, and competitive criteria

Write a market requirements document for a next-version technology produc

Enterprise, Strategy.

This case study is about a used car retailer in an African country, specifically Ghana. Lessons drawn from the case could be applied in societies which are highly socialised; not individualistic.

Ghana is one of the first African countries to be hooked up to the internet. However, there has been a very slow uptake of “traditional” e-commerce applications due to a number of critical factors including a legal framework, and electronic payment system. Despite these challenges, some firms are making strides to use the power of the internet to enhance their operations. For example, the case firm uses social relationships to sell its first stock of cars and to re-design its website. Other findings and lessons from this case could be applied to similar contexts.

An understanding of how society influences business operations, especially in an African or Ghanaian context. Learners can also draw lessons that could be applicable to enhancing and growing the e-commerce capabilities of offline firms.

Teaching notes.