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This case involves an experience in large group visioning, specifically the processes of developing and building consensus around institutional goals and objectives. It takes place at a point roughly halfway through the process. The protagonist, Sally, is the project coordinator. At this point in the process, the participants have collectively invested hundreds of hours in the creation of widely diverse ideas for the future of the university. Her dilemma is the challenge of maintaining the commitment and support of the participants as the vision is reduced to a much shorter and more focused statement.

The case is based on archival data and interviews with 40 of the 300+ participants who were engaged in the process, including Sally, steering committee members, faculty, staff, and outside stakeholders (alumni and members of the board of directors). The Instructor's Manual provides key questions for future large group process consultants, OD professionals and students of organizational behavior and leadership, including references from the OD and visioning literature. An Epilogue provides the actual decision at the time of the challenge and its rationale.

After completion of the case study, the students will be able to understand the complexity of diversification and market expansion strategies in a growing consumer-driven market context, apply strategic frameworks to analyze the Indian oral care market, analyze brand positioning principles to develop a marketing strategy for Aquawhite and evaluate and identify the pros and cons of the various decisions taken during market diversification.

This case study seeks to examine the market expansion dilemmas faced by Aquawhite, a brand in the oral health-care sector, and the role of key decision-makers in addressing these challenges. This case study aims to provide insights into the complexities of brand extension and market expansion strategies in the context of a developing consumer-driven market. This case study is structured as a qualitative analysis based on publicly available information, including Aquawhite’s historical data, market trends and industry reports. Additionally, insights from relevant interviews with key stakeholders within the company have been considered to present a comprehensive view. This case study highlights the dilemmas faced by Aquawhite as it navigates market expansion. It reveals the critical role of Nikhil Nanda, the managing director in addressing these dilemmas and shaping the brand’s future. This case study emphasizes the need for a strategic approach that balances market dynamics with brand identity.

This case study is suitable for use in undergraduate and postgraduate-level courses on marketing management and strategic management. This case study provides insights into brand development, market entry and expansion strategies. It can be used to discuss the marketing mix, segmentation and targeting, as well as competitive analysis.

Teaching notes are available for educators only.

CSS 8: Marketing.

The Director, Jaipuria Institute of Management, Lucknow is preparing to face two challenges: maintaining the educational purpose of transforming students into down-to-earth managers and lifelong champions of the institute, and attracting and retaining good faculty. The case illustrates the institutional processes that a school which is part of a chain needs to consider. The tension between autonomy and conformity, and the concept of a corporate office, which is new to educational settings, are illustrated.

Marketing and brand management examples used in classes usually revolve around publicly traded corporations. Students are expected to learn how to deal with branding problems that can arise in new types of organizations as family businesses.

The case study discusses a brand identity and brand management problem facing the Founder of Habiba Community, Maged El Said. Habiba Community is an initiative focusing on sustainability and giving back to community. Many foundations were established under Habiba Community, such as its beach lodge, organic farm and learning center. The beach lodge and organic farm were more familiar to tourists and visitors than the other established foundations. The organic farm produced many organic products sold nationally and internationally. The founder was now faced with the challenge of whether to create one brand identity for Habiba Community as a whole or to go for separate brand identities for each of its foundations.

This case study is developed for students of the bachelor level in marketing and design studies. The case difficulty is regarded as intermediate as it includes new trends and ideas from the field of marketing and branding (as eco-branding and family business branding) and new trends in the tourism service industry (as voluntourism). Courses in which this case study can be used are integrated marketing communication, corporate identity, services marketing and brand management under marketing and graphic design studies. The case study is not designed for earlier courses in marketing and design, as students need to have basic knowledge in marketing and branding beforehand.

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

This case was based on secondary data that included various websites, news and academic articles, social media posts and press conferences before, during and after the World Cup. Multiple sources were examined to ensure the accuracy and credibility of the information presented in this case. The goal was to gather relevant information on the Moroccan soccer team, its performance in the FIFA World Cup and the leadership strategies used by Walid Regragui.

“We are the dreamers, we let it happen: Morocco’s soccer team leadership story” explores the transformative journey of Morocco’s soccer team in the 2022 World Cup, highlighting the exceptional leadership of coach Walid Regragui and the power of shared values deeply rooted in Moroccan culture. The instructional manual provides faculty with a compelling case study to inspire discussions on leadership, followership, team dynamics and cultural identity. The case emphasizes the importance of harnessing cultural roots, building trust and unity within a diverse team, strategic vision and tactical brilliance. It demonstrates that with authentic leadership, belief in shared dreams and the strength of cultural values, extraordinary achievements can be realized. The case aims to inspire and educate students, encouraging them to embrace their own cultural heritage, foster teamwork and pursue their dreams with unwavering determination.

The academic level of this case can vary depending on the specific course or program in which it is being used. It is suitable for graduate levels in various fields such as leadership studies, sports management, organizational behavior, cultural studies, or international business. The case provides a comprehensive analysis of leadership, team dynamics and cultural identity, including faith and spirituality, making it adaptable for different academic levels and disciplines. Instructors can adjust the depth of analysis and additional readings or activities to align with the specific educational level and learning objectives of their course.

The case focuses on the importance of the brand-building process, which takes place in B2B companies. Commodity companies focus a lot on the sales and distribution aspect of their marketing strategies but do not emphasize the importance of developing their brands. At the end of the discussion, the participants would be able: to examine the steps involved in conceptualizing the brand identity for an existing product in a highly competitive B2B market, as per Kapferer’s Brand Identity Matrix. To understand the steps involved in the journey of internal and external brand-building processes in B2B. To analyze the various challenges and issues faced by large organizations dealing in the metals and commodity business.

The case discusses a marketing challenge faced by Jindal Steel and Power Limited (JSPL) in launching a new brand of thermomechanical treatment (TMT) products in the market. Traditionally, the company had focused on the sales and distribution aspect of their marketing strategies but did not emphasize the importance of developing their brands. This case is based upon the challenges faced in the creation of a new brand identity for JSPL’s TMT products by the protagonist, Mr Paras Sharma (who is the brand custodian and manager in this case).

Postgraduate/Masters in Business Administration (MBA), Masters in Management Studies, Executive MBA.

Teaching Notes are available for educators only.

CSS 8: Marketing.

This case highlights repositioning strategies that change a product’s position in the minds of the consumer in response to changes in market conditions. These changes should be balanced with a certain amount of brand authenticity and continuity. Brand identity is the vision, core values and key beliefs of the brand. There are four main branding strategies as follows: house of brands, endorsed brands, sub-brands and branded house. These options can be placed in a continuum and the position on the branding relationship spectrum reflects the degree to which brands are separated in strategy execution and in the customer’s minds.

This case is based on secondary data, mainly from interviews of industry leaders in business journals, newspapers, research articles and industry reports, including from international organizations.

The case examines the frequent revisions in branding strategies by India’s second largest group of hotels – Indian Hotels Company Limited. Repositioning involves changing the market’s perceptions of an offering to compete more effectively in its target segments. However, a certain amount of continuity is also essential to the brand’s development over time. The case helps students to view the brand from two angles as follows: the angle of brand identity and the disruptive angle of new developments. They will examine the rationale for the frequent repositioning strategies using the brand relationship spectrum and whether these will affect the brand identity of the iconic brand Taj.

This case has been effectively used with MBA Marketing students in Product and Brand Management and Services Marketing classes to demonstrate how companies use repositioning strategies as a considered response to the market conditions. As competitive conditions and consumers evolve, changes in branding strategy will be necessitated. The students are expected to have basic knowledge of brand architecture and brand strategies. The case can be used to illustrate the brand relationship spectrum and the differences among branding strategies in brand architecture.

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

The learning outcomes are as follows: factors to be considered in devising the best post-acquisition brand identity and outline market research techniques, which can be used to identify the best-suited post-acquisition brand identity strategy.

The case study discusses the brand strategy, which Walmart Inc needs to adopt post its acquisition of Flipkart Pvt. Ltd (Flipkart) Group in India. Flipkart had acquired Myntra Designs Pvt. Ltd (Myntra) and Novarris Fashion Trading Private Limited (Jabong), but had kept their brand identity intact; Walmart Inc was faced with the decision on moving ahead with the brand strategy of keeping individual brand identities or merging all of these into a single brand identity. The study aims to provide valuable insights into the decision-making process adopted by Walmart Inc. It includes also the role of cause-related marketing in the positioning of Myntra as a socially responsible brand. The case study opted for an exploratory research design study using the qualitative research method of in-depth interviews. In total, 10 experts in the area of marketing, market research and marketing communication were interviewed. The qualitative data were analyzed using a template approach, which analyzes the text using a codebook or an analysis guide. The analysis guide already has clearly defined themes or categories. As the qualitative interviews progress, these themes get revised. These themes are analyzed qualitatively rather than statistically. The case study suggests to the management of Walmart Inc that they need to merge Myntra and Jabong based on the degree of similarity of consumer demographics, income/social class of buyers, brand identity and buying behavior. Myntra needs to retain as opposed to Jabong, as Myntra is perceived to be a socially responsible brand that creates a purchase disposition in the minds of the consumers. A more extensive quantitative study would offer better generalizability. It was not feasible to conduct a quantitative study due to time constraints. This research would have used advanced brand imagery assessment techniques such as multi-dimensional scaling to suggest if an overlap exists between consumer segments of Myntra and Jabong. The case study provides a decision-making framework to firms and individuals who are part of organizational teams to create a post-acquisition brand strategy in the e-commerce market. The case study fulfills a need for many academicians and practitioners to understand the decision-making process followed in devising a post-acquisition brand strategy in India.

Senior undergraduates; Master of Business Administration; Executive Master of Business Administration.

Teaching Notes are available for educators only.

CSS 8: Marketing.

The learning outcomes are as follows: to strike a balance between business growth and keeping the core Gandhian philosophies intact; to evaluate the relevance of Gandhian philosophy in the age of the digital era, especially for the grassroots enterprises; and to identify the leadership characteristics demonstrated by Pabiben from the lens of servant-leadership theory.

The case describes the journey of a grassroots-based rural women entrepreneur, Pabibben, who had created an artisan's enterprise and rural business model based on Gandhian philosophies. The case focuses on whether Gandhian philosophies are still relevant in today's time for business growth. The case appeals to the academic fraternity, budding entrepreneurs, social sector start-ups and practitioners who believe in the inclusive and holistic growth of an individual, community, society and the nation.

The case is about the dilemma of how to grow a business ethically and balance economic and social gain. Pabiben used Gandhian philosophies as a set of values to make decisions and set policies for her business. Pabiben wanted to grow her business and expand her e-commerce portal “Pabiben.com” for other artisans to display, promote and sell their products to the global communities. She had to decide on the following:

1. Should she sell other artisans' products under “Pabiben.com”?

2. Should she allow other artisans to create their own identity on the portal and help the artisans' community grow?

3. Are Gandhian philosophies still relevant in today’s time for business growth?

The case can be used for both undergraduate and postgraduate students to teach entrepreneurship courses, especially social entrepreneurship and rural entrepreneurship. The case can also be used on the subject of corporate social responsibility, business ethics and women leadership. The case explains the concept of values/philosophies-based entrepreneurship and innovations.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship