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At the end of this case study discussion, the learners should be able to identify the five-step consumer decision-making process, comprehend the role of consumer involvement and decision rules in determining the consumer choice sets, identify branding elements and cues critical to building a brand proposition, recognize the difference between point-of-parity and point-of-differentiation when building a brand proposition, develop comprehensive segment profiles in terms of their demographics, psychographics, usage and consumer–brand relationships and examine the merit of a psychographic versus benefit-based brand positioning and implication of the brand positioning on the firm’s branding and business strategy.

Country Delight, co-founded by Nitin Kaushal and Chakradhar Gade, tackled dairy industry challenges by embracing a direct-to-home consumer model, emphasizing consumer insights and maintaining stringent quality standards. In 2022, the company embraced “Live Better” as its brand mantra, advocating for healthier lifestyles. The next leg of the brand’s journey thus mandates crafting a distinct, user-specific brand promise that affiliates with the business strategy. The central dilemma revolves around identifying the consumer segment/s for a sustained relationship. While recognizing consumer pain points, the challenge emerges in aligning the brand proposition with the diverse interpretations of “Live Better” among consumers. The quest for the right brand persona prompts crucial questions about uniting distinct segments and devising a coherent communication strategy. Can Country Delight formulate a universally resonant brand promise that harmonizes across all consumer groups? Will the risk of diverse interpretations lead to fragmenting Country Delight’s brand narrative?

This teaching activity is aimed at Masters of Business Administration-level courses in marketing management, consumer behavior and brand management.

Teaching notes are available for educators only.

CCS8: Marketing.

This case involves the March of Dimes (MOD) Foundation, the “leading nonprofit organization for pregnancy and baby health.” MOD’s mission was to support medical research, organize volunteer workers, and provide community services and education to save babies’ lives (www.marchofdimes.org). The strategic issue in the case involves creating awareness of both the mission and services of MOD and the critical issue driving that mission – premature births. The organization must create a desire for various target markets to take action in response to the problem. The main protagonist is Doug Staples, Senior Vice President for Marketing and Communications.

Data were collected via personal interviews with the primary protagonists, Doug Staples, and Mike Swenson of the Barkley agency. The MOD provided quantitative Gallup studies they commissioned, as well as documents unveiling the roll-out in the San Jose, CA region. The Barkley Agency provided qualitative data from a study which consisted of eight focus groups conducted in two markets and ten personal interviews. Secondary research was used to provide a support for industry and market data, to supplement organizational facts provided by the MOD, and to identify and link marketing theory to the situations provided in the case. The organization, facts and characters in this case were not disguised. MOD was consulted throughout the case development process.

This case study is recommended for marketing courses at the undergraduate level. It is most appropriate for marketing management, introductory marketing, or marketing strategy classes. Additionally, this case is a good fit for courses focused upon not-for-profit marketing issues.

The strongest opportunities to apply theory using this case relate to branding (see De Chernatony and Dall’Olmo Riley, 1998 for a content analysis of the brand literature). These theories include brand image and personality (Aaker, 1997; Belk, 1998; Grohmann, 2009), brand awareness (Aaker, 2002), brand involvement and customer loyalty (Brakus et al., 2009), brand engagement (Sprott et al., 2009), brand relationships (Breivik and Thorbjornsen, 2008), and brand equity (Aaker, 2002, 2008). Specifically, question 2 addresses brand personality, and questions 3 and 4 explore relationships with the brand such as the emotional power of the brand and brand association. Question 6 focuses on positioning strategy.

The case focuses on the following theoretical basis: • conflict management and its resolution; • multiculturalism and workforce diversity through the lens of Hofstede model; and • the Policies, Legal, Universal, and Self model of ethical of building an ethical organization.

Field study with the leadership team as well as with the key talent (people).

Conflictorium, situated in Ahmedabad since 2013, is a museum which acknowledges and discusses conflict through various art forms. Since its inception, the museum has fostered values like diversity, transparency and care reflecting in how it deals with its people and finances. Now, as the museum plans to reach out to new audiences, it is confronted with a challenge to preserve its cherished values and still expand its activities.

This case study is intended for graduate and postgraduate management students.

Upon completion of the case study, the students will be able to analyze the brand equity construct through the associative neural network model for decision-making; identify prospective scenarios through the Delphi method for the construction of strategic plans in organizations; and propose the innovation of a product by applying creativity techniques to enter international markets.

Cafe Galavis was one of the leading family businesses in industrial development and had the highest business recognition, with a century of experience in producing and commercializing roasted and ground coffee in Cucuta, Colombia. In 2015, the diplomatic crisis between the governments of Colombia and Venezuela led to the indefinite closure of the Colombian–Venezuelan border, which caused an increase in income from smuggled coffee. In addition, the presence of different competitors and traditional brands negatively impacted the level of sales, which considerably affected financial stability. Likewise, internal difficulties of family nature and administrative management led to the change of senior management. By 2016, Juan Yáñez was appointed chief executive officer (CEO) and was in charge of avoiding the company’s closure. In January 2023, he received feedback from his consulting team, and upon evaluation of the new market challenges with his collaborators, he realized a great challenge that merited the search for a priority alternative solution. How to design a new product considering the loss of brand identity in the face of the generational change of its consumers? These were some of the challenges posed by the CEO that consequently required starting a strategic management process of innovation.

The teaching case is aimed at students of postgraduate academic programs in the areas of knowledge of innovation, product design, industrial design, marketing or MBA. In the modules of marketing, strategic management, brand management and strategic foresight, the case allowed for the orientation of the concepts of brand value or branding as well as the analysis of the value chain for the implementation of strategies that promote competitive advantages of companies. Similarly, in the modules of product or service design, creativity and innovation and complex thinking, the case allows one to approach a complex problem and apply creativity techniques for its solution.

Teaching notes are available for educators only.

CSS: 8 Marketing.

Family business.

Specialized undergraduate courses, Elective MBA courses.

This case study uncovers the remarkable story of the relentless growth and sporadic weakening of Nurul Ain (NA) Limited, a family business conglomerate with major operations in the Eastern region of Africa. The case provides an opportunity to follow the different stages of development of this family-owned organization through a sequence of strategic events and family dynamics that led to its recurrent success, decline and rejuvenation. Despite the numerous successes of NA Limited since its establishment in the early 1990s, the ambiguous relationship between family, ownership and management systems has caused a ripple effect of strategic, structural and governance challenges that threaten the sustainability of the family business. Nowadays, the founder faces the pressing challenge of ensuring his legacy remains intact and is passed over to his chosen successor, who, in turn, is confronted with the dilemma of joining the family business or pursing an independent career outside NA Limited. Shedding light on the complexity of today’s family-run organizations, the case allows examining the effectiveness of strategic decision-making in an emerging market context by applying a variety of family business principles, theories and frameworks.

Discuss the sources of competitive advantage and the typical challenges that family firms face in the context of emerging markets. Perform a comprehensive corporate diagnosis and examine the specificities of strategic management process in family businesses. Assess the succession management practices in family-run organizations and design a profile of successful successor. Discuss the effectiveness of various corporate governance mechanisms in the context of family-owned enterprises. Evaluate the strategic choices of the top management team and offer recommendations for securing the family business longevity.

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 11: Strategy.

This case was developed from the author’s personal experience as a participant in one of the health taskforce subcommittees. The author also sought the inputs of the Vice President of Health and Medical Education, the Dean of the Health Sciences College, the Student Affairs Assistant Dean of the Pharmacy College and the previous Vice President of Health and Medical Education. Moreover, secondary data were obtained from the office of the Vice President of Health and Medical Education at Qatar University (QU).

The government of Qatar has consistently provided generous funding for QU over the years. However, recent economic challenges, such as drops in oil prices, have had a negative impact on the country’s GDP and export revenue. In response, QU began to implement a new organizational structure. Specifically, the university proposed merging the three health-related colleges (health sciences, medicine and pharmacy) into a single cluster called the health education cluster. This decision was supported by a broad benchmark of approximately 40 universities worldwide, as well as input from various stakeholders within the university. Forming a cluster was expected to benefit the organization as a whole. However, the decision faced resistance and challenges that required investigation by top management. Would the new organizational structure be accepted by all? Was it feasible to have a single cluster that encompassed three distinct departments within the organization? These are examples of the questions that this case study addresses.

This compact case is suitable for a case study in basic undergraduate, postgraduate and advanced courses in Strategic Management at a business school. The case highlights the need to restructure an organization and the use of strategy formulation and implementation in the framework of management.

Learning outcomes of this study are as follows: conduct a comprehensive organizational diagnosis to uncover the peculiarities of managing a family business; evaluate the spirit of innovation of the new generation to drive rejuvenation initiatives in the family firm; reflect on the concept of stealth innovation and its manifestation in the context of transgenerational entrepreneurship; and assess the effectiveness of managerial decision-making and provide recommendations for securing the sustainability of a family firm.

This case starts with the entrepreneurial beginnings of Jack Misakyan, who transformed the small blacksmith venture of his father into a large and profitable family enterprise with operations across different countries and industrial sectors. Since the establishment of Misakyan Technical Solutions (MTS), Jack relied on the help of his brothers, Ara and Hovik, who have joined the ranks of owners and managers to drive the expansion efforts of the family firm. Over the years, the brothers were successful in pursuing a strategy of continuous growth and diversification by taking advantage of opportunities in several industries and regions of the world. They opened branches in Kuwait, Syria, the United Arab Emirates and Armenia, and operated in industries of heavy-truck maintenance, pharmaceuticals, marine shipping, construction materials, quarry and restauration. Yet, four decades after its launch, the company was entering in a phase of stagnation and was in need for entrepreneurial rejuvenation. The members of the third generation, who have recently joined the family firm, believed that it was their obligation to restructure the operations and revive the entrepreneurial spirit in their fathers’ organization. Moreover, after several months of market analysis and investigation, two of the cousins came up with a new business idea that was pursued entirely in a stealth mode. By describing the strategic events and family dynamics that shaped the evolution of MTS over time, the case offers an opportunity to assess the effectiveness of managerial decision-making and provide recommendations for ensuring the longevity of the family enterprise.

Upper undergraduate classes.

Teaching Notes are available for educators only.

CSS 11: Strategy.

International Marketing, Marketing Strategy.

Postgraduate Programs.

This case investigated the effectiveness of experiential marketing on Indian customers and how it can be used to bring about significant positive change to the perception of a brand and its brand promise in emerging markets. Polaris India was a wholly owned subsidiary of Polaris Industries USA Inc. it was founded in India in 2011 with Mr Pallav Dubey as Head of the organization. Polaris specialized in building world class off road vehicles (ORVs) and was a global leader in the same. India did not have a ready-made market for ORVs as such. Mr Dubey was entrusted with the task of creating a market for the product and successfully sell it in the Indian market. There was no production facility in India and all the products were imported as Completely Built Unit (CBU) from US-based production facilities. Mr Dubey tried different communication adaptation methods using traditional styles of marketing which gave limited success. However, the concept of Polaris experience zones, which used the concept of experiential marketing was a hit and started yielding returns. The case study provided an opportunity to explore the reasons behind the success of Polaris India despite having a product whose price was affected by currency fluctuations, a product which was majorly used in agricultural areas in USA but was perceived as a premium product in emerging markets. The case also looked into the question of product adaptation and communication adaptation for successfully selling a product in the global market especially in emerging markets. The role of the chief protagonist Pallav, his contribution to the previous stints at different organizations and the role of a leader in this scenario has been brought to the forefront.

The case is expected to deliver answers to the following questions in an effective manner: How to price a product effectively in the International Market? What is Experiential Marketing? How is International Marketing strategy different in an emerging market?

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.

The learning objectives are intended to stimulate the students’ comprehension of the various challenges faced by Indian startups in the digital ecosystem. With the changing working dynamics in organizations around the globe, managers are expected to explore unconventional business models to facilitate operational growth. The case study is a valuable resource for graduate students to enhance and evolve their critical thinking and solution-oriented skills as forthcoming managers of digital businesses. Students should be able to analyze the case, respond to the questions and evaluate the consequences of workplace flexibility, moonlighting and its applicability in an organizational context. With the Indian Government introducing schemes such as the Digital India initiative and Startup India, it is predicted that numerous startups will opt for digital business standards and a remote work approach. The case bridges classroom theories and a real-life digital company to help students connect with emerging market scenarios.

During the digital era, India witnessed a shift in companies’ work culture, which amplified when COVID-19 hit the country. Organizations started to work remotely and experienced the numerous benefits it brought. The comfort of working from home was greater for digital businesses whose significant operations could be performed online. However, is it really that productive for digital companies to telecommute? The case illustrates how a digital company, Career Pandit, formed in 2018, unfurls and expands its business and further highlights the challenges the pandemic raised concerning people management. In addition to the discussion, the purpose of the case is to determine the implication of workplace flexibility and moonlighting and how Indian startups cope with the uncertain future challenges it brings.

Under graduate and postgraduate students.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

The learning outcomes are as follows: introduce the concept of the decision-making process, decision-making unit and hierarchy of effects and marketing strategy; identify the critical aspect of segmentation, targeting and positioning; and highlight the critical element of pricing and communication media.

In early January 2017, Mr Ashish and Mr Rahul, co-founders of Biziga, a company engaged in training through simulation for management education, was at crossroads. Keeping in view the challenges of the emerging Indian market, Biziga envisioned creating participant-centric business learning simulations. The initial responses and feedback received from several top B-schools were promising. However, the euphoria did not last long. Biziga retained only a few of its initial clients from the Tier-1 B-schools who had adopted the product. But the response received from other categories of B-schools was not very encouraging. Acquiring new clients from these institutes was the major challenge. The founders of Biziga had differences in their thought about the strategic path they should pursue to achieve future growth. There were several options to achieve the goal of a target revenue of INR 1bn in the next five years and be known as a virtual gamification company with a complete bundle of business simulation products. They had to finalize for the financial year 2017-18 the most feasible and promising option/s that would have a long-term impact on the company’s future growth and success in the upcoming meeting scheduled in the last week of February 2017.

Postgraduate students and executive students.

Teaching notes are available for educators only.

CSS 8: Marketing.