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1. To analyze the various business models and choose the best model to contribute maximum profit to the company.2. To understand the importance of customer management with the help of the Net Promoter Score in the food retail context.3. To develop customer loyalty strategies and implement them to improve customer management?

39 Bakers, a multi-outlet bakery chain in Jammu, India, is run by its founder Gagan. 39 Bakers, through its retail outlets across the Jammu region, offers a variety of products, ranging from bakery items that include blends of Indian and Italian cuisines, offering more than 1000 stock keeping units (SKUs). Through its high-quality offerings at an affordable price range, the brand has carved a niche in the hyper-competitive bakery market of the Jammu region. Gagan, has closely seen the Jammu market and customer preferences and strongly perceived that the customers in the Jammu region are very price sensitive. Thus, he has always been very reluctant to increase the prices of his product offerings at 39 Bakers. He has always believed that any drastic price rise may lead to immediate dissatisfaction and customer churn and therefore has not increased the prices at 39 Bakers for two years in a row. While this decision of Gagan paid off in terms of its popularity and recognition as one of the highly recommended bakery chains among customers, it drastically impacted the bottom line (i.e. profitability) at 39 Bakers, especially in the year 2020–21. Getting popularity at the cost of dipping profitability made Gagan rethink his decision to be protective of price increases at 39 bakers. How can he measure customer satisfaction and loyalty? Which loyalty strategies will work for the huge customer base of Jammu? Should he change his business model from B2C to B2B? How can loyalty be established? How can he manage his existing and loyal customers through price increases?

The case study is suitable for undergraduate and postgraduate courses in Marketing Management and Retail Marketing. The case study’s focus can be on the importance of pricing, business model evaluation, customer management analysis, customer loyalty, Customer Loyalty analysis, and net promoters score. The case can also be useful to entrepreneurs and regulators.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

TWENTY‐ONE years devoted to the development of ejection seats, 24,000 seats built for more than forty nations and now one thousand lives saved—that is the proud record of the Martin‐Baker Aircraft Company. To coincide with these achievements, the following article describes the technical development of the range of seats—from the first swinging arm concept through the early manually‐operated seat to the rocket‐assisted completely automatic zero/zero ejection seats of today. From whatever standpoint Martin‐Baker's record is examined, the result is impressive. In terms of mechanical engineering, a series of ingenious features allied to robust design have resulted in ejection seats of unparalleled performance yet renowned for their simplicity and reliability. In terms of sales, this comparatively small firm has, in effect, conquered the world and won substantial export contracts—not least those for over 7,000 seats for the United States armed forces. In human terms, the company has won the grateful thanks of all those aircrew members—a long roll of highly‐skilled and dedicated young men whom some might call the cream of manhood—who but for Martin‐Baker ejection seats would have perished. Small wonder that the name Martin‐Baker has become synonymous with successful ejection.

To provide an in-depth survey and review of innovation in library and information services (LIS) and to identify future trends in innovative research and its practical application in the field.

An in-depth review and summation of relevant literature over the last twenty years, along with an analysis and summary of the other papers in the volume.

Innovation in library and information work varies between the evolutionary and the discontinuous. A taxonomy of innovatory approaches to development and provision in the sector is provided, along with a detailed listing of the key elements of successful and not-so-successful innovative practice.

The work is dependent on existing literature rather than direct empirical work. However, because it draws together all major aspects of the topic, it has the potential to be used as a springboard for further generic studies and also specific programmes of work.

The need for innovation in LIS will be ever more pressing. The present chapter provides a necessary and rigorous overview of the necessary elements required for success in this area. It will be useful as a reference tool for intending researchers in library and information provision in a wide range of environments.

Because the chapter brings together a substantial body of information on the topic of innovation, it provides a comprehensive study of major developments and likely future trends in the field.

Richard Cox responds to the attacks by Nicolson Baker against the library community. Deals with each of Baker’s main points: that a lie was foisted on the public about the care of newspapers, the insidious destruction of original newspapers, the resultant loss of trust by the public in libraries and archives and a set of wrong priorities leading to the misguided microfilming and destruction of newspapers.

After reading this case study, the students will be able to analyze an external environment using the PESTLE framework for identifying key factors and assessing their impact on strategic decision-making, evaluate the importance of the company, competitors and customers in strategic decision-making and how the 3Cs model provides useful insights in a competitive environment and get useful insights from PESTLE and the Ansoff matrix for making well-informed strategic growth decisions.

The Indus Bakers, led by Suresh Kumar, Ajeet Kumar and Kareem Ahmed, faced stagnant sales in Sukkur’s bustling bakery industry. Expanding from Larkana, the bakery grapples with fierce competition from newcomers and home-based bakers. Managers discuss concerns over market shifts and cost constraints, placing Suresh in a pivotal decision-making role. He must decide whether to introduce specialized dietary offerings, set up kiosks at transport hubs, explore local tea culture or target corporate clients. Each path poses challenges and opportunities. As the Indus Bakers stand at this critical juncture, Kumar’s choices will define its role in Sukkur’s evolving bakery landscape, blending tradition with adaptability in a dynamic market.

This case study is suitable for teaching the graduates of management sciences, Bachelor of Business Administration and Master of Business Administration programs, particularly in the courses of corporate strategy, marketing management and entrepreneurship. It offers valuable insights to students and helps in strategic decision-making within the business landscape, emphasizing the consideration of both macro and micro environmental factors. This case study equips learners to digest how companies navigate competitive markets and adapt their strategies in response to changing market dynamics. Through exploring the challenges faced by the Indus Bakers and their strategic responses, students can glean practical lessons in corporate strategy, environmental analysis, competitive strategy, market analysis and business resilience. This approach prepares students to tackle real-world business scenarios, fostering critical thinking and strategic acumen essential for future business leaders.

Teaching notes are available for educators only.

CSS 11: Strategy.

Entrepreneurial bricolage has been proposed as a method of alleviating resource constraints of entrepreneurial firms. However, the outcomes of bricolage for a firm may vary greatly. One of the most pressing issues is to clarify how bricolage may enhance firm growth. Based on case studies, Baker and Nelson (2005) propose that applying bricolage in limited areas (“selective bricolage”) may enable firms to grow, whereas excessive (“parallel”) bricolage may lead to the opposite outcome. However, the process of testing the generalizability of this relationship using quantitative methods has just begun. In this chapter, we describe our efforts to develop a scale that measures bricolage manifestation in firms by using the “environmental domains” of Baker and Nelson (2005) to facilitate quantitative testing of the bricolage–growth relationship.

Upon completion of the case study, the students will be able to understand brand differentiation and marketing challenges faced by small businesses in emerging markets; recognize the significance of marketing strategies for a growing business in emerging markets; assimilate paid, owned and earned media to improvise the effectiveness of firm’s communication and digital marketing strategy; analyze the relevance of social media marketing in developing a brand; and create a content marketing strategy.

The case dilemma involved a possible course of action that Fusion Creations faced at the beginning of 2022 about marketing strategies across paid, earned and owned media. “Fusion Creations” was the creation of two sisters who were avid cake bakers since young age. They identified the demand for homemade cakes and the growing number of home bakers in India. It was during the Covid-19 pandemic that they faced challenges in terms of lockdown and scarcity of supply for baking essentials. Moreover, although the pandemic had brought most sections of the society worldwide to a standstill, home bakers were thriving. After the pandemic, these home bakers turned their passion into full-time profession. It was time for the sisters to view this stage as a challenge because of competition from aspiring entrepreneurs and rising home bakers, and convert it into an opportunity. Can Fusion Creation leverage the online social media platforms for their product sales and marketing? With presence established on various social media platforms, were they doing it right, or was there a better way? A few questions lay in front of Chaitali and Kena, owners and bakers of Fusion Creations.

This case is written for use in digital and social media marketing classes for graduation-level courses. The focus of the case aligns well with discussions of digital and social media marketing strategy. The case also has application in discussions regarding implementation of digital marketing strategy. Instructors that choose to emphasize social media strategies could assign this case to explore online marketing and digital communication.

Teaching notes are available for educators only.

CSS8: Marketing.

Police officers are increasingly interacting with individuals with mental illnesses. Officers who encounter these persons have three choices: detain, arrest and transport to a correctional facility; resolve the situation informally; or initiate an involuntary psychiatric admission. The decision to place someone under an involuntary psychiatric admission is based on a variety of factors. This paper aims to collaborate with two metropolitan Police Departments in South Florida to explore individual and departmental factors that contribute to involuntary psychiatric admissions initiated by their officers.

This investigation examined 1,625 police reports of involuntary psychiatric admissions in 2013, 2014 and 2015. Descriptive statistics for the entire sample were computed, and percentages of Crisis Intervention Team (CIT)-trained officers for both departments in each year were determined.

Results highlighted differences in rates of involuntary commitments, CIT-trained officers and associated variables (e.g. mental health diagnoses, substance use) between the two cities.

Implications of the findings, and directions that future research in this area might take, are discussed.

There is a dearth of literature pertaining to involuntary psychiatric admissions in general and factors specific to involuntary psychiatric admissions initiated by police. This paper adds preliminary findings and implications to this body of research.

In a recent article in The New Yorker, Nicholson Baker laments the demise of the paper card catalogue as a ‘paroxysm of shortsightedness and anti‐intellectualism’ on the part of over‐zealous librarians, wrecking destruction ‘in a class with the burning of the library at Alexandria.’ Baker's poignant plea on behalf of the venerable catalogue fails to acknowledge or even mention the numerous benefits and advantages gained by libraries with online catalogues. In this article, Brian Helstien responds to Baker's piece focusing on four issues not discussed by Baker — authority control, collection preservation, collection access and collection costs. Vastly improved authority control is a major benefit of library automation, allowing library staff members to create and maintain large bibliographic databases efficiently and effectively, with more ease and accuracy than was possible with paper catalogues. Technology and automation are providing essential methods to fighting the ongoing deterioration of acidic collections and preserving the very scholarly materials indexed in catalogues. Without such technology, libraries (and scholars) can expect to lose large parts of their collections over relatively short periods of time. Rising collection costs faced by libraries is another issue not addressed by Baker. The use of technology such as online catalogues by libraries is one way libraries are fighting the rising costs of acquiring materials and providing access to these materials; without the technology, libraries and the scholars that use them will acquire fewer materials at a higher cost. Baker's viewpoint evokes nostalgia, but ultimately fails to recognise the real issues faced by libraries of today.

Building on the first cross-national study that had demystified various assumptions about the worldwide use of shadow education two decades ago, we analyze data from the 2012 Programme for International Student Assessment to examine the cross-national pattern of the use of shadow education by families in 64 nations and use improved statistical estimation methods. Focusing on fee-paying out-of-school classes, we find a continued, and likely an intensified pattern of the cross-national use of shadow education in the contemporary world. Approximately about one-third of all 15-year-old students from 64 countries/economies across the world use this form of shadow education. Students of higher socioeconomic status, females, and students in urban areas and general programs are more likely to use fee-paying services, while families and students turn to these services to address academic deficiencies in general. In addition, students from poorer countries more extensively rely on shadow education than students from wealthier countries after controlling for other variables. Students in South-Eastern and Eastern Asian countries are more likely to pursue shadow education than their counterparts in many other regions. Implications of these findings for theories of education and society as well as for educational policy in relation to shadow education are discussed.