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Case study
Publication date: 10 March 2022

Nitin Gupta

After working through the case and assignment questions, students will be able to critically analyze a firm's international partnership strategies for its export market; assess…

Abstract

Learning outcomes

After working through the case and assignment questions, students will be able to critically analyze a firm's international partnership strategies for its export market; assess international markets and a firm's entry strategies in them; identify various problems that a firm can face in international markets; and recommend strategies for growth in international markets.

Case overview/synopsis

Bajaj Auto's (BA) strategy to be a global motorcycle manufacturer had enabled it to hold its ground in the difficult times posed by the COVID-19 pandemic. For the first time, two-wheeler exports from India between January and May 2021 were equivalent to domestic sales showing increased exports and decreased domestic sales. This reinforced BA's belief in its global expansion strategies. Rakesh Sharma (Sharma), the Executive Director at BA, was increasingly buoyant of BA's ambitious plans to enter new markets in Latin America (LATAM) and South-East Asian (SEA) Market.Sharma knew very well that though the LATAM and SEA markets were up-and-coming and lucrative, there were innumerable challenging factors pertaining to Indian and foreign competitors, domestic and international economic and business environment, supply chain and logistical issues, as well as uncertainty brought by the COVID-19 pandemic that BA had to face before tasting success in these markets. Was BA moving in the right direction with its global business expansion strategies? Would Sharma be able to handle the challenges and successfully take BA toward its goal?

Complexity academic level

The case can be taught in advanced undergraduate, MBA or executive-level programs.

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 5: International Business.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 25 February 2022

Nitin Gupta

After working through the case and assignment questions, students will be able to: understand how product markets in a given global region are to be analysed and assessed; assess…

Abstract

Learning outcomes

After working through the case and assignment questions, students will be able to: understand how product markets in a given global region are to be analysed and assessed; assess various dimensions of consumer behaviour that would impact the strategies of a firm under consideration; identify how a firm can create its brand image and value proposition in a given international market; and evaluate and categorize various threat dimensions that a firm would experience in an international market.

Case overview/Synopsis

Bajaj Auto (BA) was India’s largest two-wheeler exporter, with ongoing exports to more than 75 countries worldwide. Besides being in other regions of the world, BA’s foray into the African market had been very successful, and it was growing from strength to strength in this market. BA’s motorcycles, three-wheeler rickshaws and small commercial vehicles had been successfully plying the roads of many countries in Africa such as Egypt, Nigeria and Kenya.

Rakesh Sharma (Sharma), the Executive Director of BA, knew very well that Africa was a high-risk-high-gain market for BA. Intense competition from Indian and international two-wheeler and three-wheeler manufacturers, global supply chain and logistics issues, various economic and legal challenges, and the threat of losing African consumer patronage were the challenging issues that Sharma was facing in this market. Would Sharma be able to effectively assess the market environment and consumer behaviour prevalent in the African countries? Would he be able to recognize BA’s brand and value-propositions and identify the international marketing challenges threatening BA’s smooth ride in this market?

Complexity academic level

The case can be taught in advanced undergraduate, MBA or executive-level programs.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 5: International Business.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 26 September 2012

Pablo Farías

The concepts of customer lifetime value (CLV) and customer equity (CE).

Abstract

Subject area

The concepts of customer lifetime value (CLV) and customer equity (CE).

Study level/applicability

BA, MBA, MSc courses: customer equity, marketing metrics, marketing plan, marketing research. Because students are asked to complete a customer lifetime value analysis based on a range of financial and non-financial data, students will need at least a modest level of proficiency in dealing with a few basic financial accounting concepts.

Case overview

In Chile, a law passed in 2008 introduced a bidding process to be held every 24 months in the pension industry. The tender mechanism was introduced as part of a reform aimed at reducing the commissions charged by pension fund administrators and at making it easier for new players to enter the market. In early 2009, Daniel Ugarte wondered if it was finally the right time for his firm to enter the pension industry. Ugarte was asked by the board to help chart a direction for the firm. The winning criterion was the lowest management fee (commission) paid by the affiliates. The main focus of the case is a quantitative assignment that asks students to calculate how customer lifetime value (CLV) and customer equity (CE) would be affected by the commission offered.

Expected learning outcomes

These include: understanding the concepts of customer lifetime value (CLV) and customer equity (CE) and the importance of maximizing a customer's lifetime value for the firm by calculating the CLV and the CE based on a combination of financial and non-financial data.

Supplementary materials

Teaching notes are available. Consult the librarian for access.

Details

Emerald Emerging Markets Case Studies, vol. 2 no. 7
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 September 2014

Pablo Farías

The focus of the case is on the concepts of customer lifetime value (CLV) and customer equity (CE). Monitoring, measuring and maximizing CLV and CE have become a key priority for…

Abstract

Subject area

The focus of the case is on the concepts of customer lifetime value (CLV) and customer equity (CE). Monitoring, measuring and maximizing CLV and CE have become a key priority for all marketers. Instructors can introduce these concepts and its key components.

The main focus of the case is a quantitative assignment that asks students to analyze the convenience for the existing five AFPs (Administradora de Fondos de Pensiones, Pension Fund Administrator) of winning the tender. The use of CLV and CE measurements is particularly relevant. Students need to estimate the impact of pricing on the CLV and CE of the existing five AFPs.

Study level/applicability

BA, MSc, MBA Courses: CE, Marketing Metrics, Pricing. The case can also be used in courses that focus on Marketing Plan, Marketing Research or Services Marketing.

Case overview

In early 2009, Valentina Vial was given the assignment to develop the pricing strategy of Alianza to enter the pension industry. The company will propose a commission fee to compete with the country's existing five AFPs. Whichever AFP presents the lowest commission will be awarded the tender. When there are several competitors, the company must guess each competitor's likely pricing decision. In the analysis of the convenience for the existing five AFPs of winning the tender, the use of CLV and CE measurements is particularly relevant. Valentina Vial needed to estimate the impact of pricing on the CLV and CE of the existing five AFPs.

Expected learning outcomes

Understand the concepts of CLV and CE and the importance of maximizing a customer's lifetime value for the firm by calculating the CLV and the CE based on a combination of financial and non-financial data.

Illustrate the importance of adopting a long-term strategic perspective (using CLV and CE) in choosing a pricing strategy. Once a firm commits to a pricing strategy, it is difficult to shift course. Given this, the choice of pricing levels should be informed by long-term strategic thinking, including consideration of potential competitive pricing decisions.

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.

Details

Emerald Emerging Markets Case Studies, vol. 4 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 16 May 2022

Kim Poldner and Rolien Blanken

Teaching formats for both BA/MA students and MBA/PhD students in sustainable entrepreneurship and strategic management are offered in the teaching notes.

Abstract

Study level/applicability

Teaching formats for both BA/MA students and MBA/PhD students in sustainable entrepreneurship and strategic management are offered in the teaching notes.

Subject area

This case juxtaposes the company’s core values of gender equality, sustainability and inclusivity, with the financial pressures of expanding global operations in COVID-19 times.

Case overview

This case illustrates the founding and growth of i-did in the broader context of the global circular textile industry. Being the first company that reclaims value of discarded textiles by making design products out of felt, the dilemma is on how i-did can create a blueprint for sustainable leadership in a scalable (financial) business case.

Expected learning outcomes

The learning outcomes of this case are as follows: to understand the concepts of circular economy and social impact and how they can be translated to business; to apply their knowledge of strategy and entrepreneurship for sustainable business innovation; to be able to analyze a company according to the Sustainable Development Goals, specifically around gender issues, inclusivity and diversity; to evaluate opportunities for multiple value creation in business; and to have the knowledge and capacity to create a circular business with the help of the Business Model Template.

Social implications

This case engages students in critically reflecting on sustainability concepts in relation to i-did (theoretical value) and applying novel business model innovation tools to a real-world enterprise (practical value). The students get the chance to explore the ethical challenges the two entrepreneurial leaders face between short-term economic gains (or maybe even survival) and their core values of (gender) inclusivity, circularity and diversity.

Supplementary materials

Teaching notes and a summarizing two-pager are available for educators.

Subject code

CSS 3: Entrepreneurship.

Details

The Case For Women, vol. no.
Type: Case Study
ISSN: 2732-4443

Keywords

Case study
Publication date: 1 May 2007

Mikael Sondergaard and William Naumes

The ABB (A) case describes the situation leading up to a decision that has to be made concerning closing a manufacturing subsidiary of ABB and moving its operations to Thailand…

Abstract

The ABB (A) case describes the situation leading up to a decision that has to be made concerning closing a manufacturing subsidiary of ABB and moving its operations to Thailand. The Plant/subsidiary manager is placed in a conflict position regarding this decision due to the matrix form of management structure employed by the parent ABB. His direct line manager in charge of the global product line wants the move to take place. He has the support of his supervisor, who sits on the Executive Committee of the parent company. The ABB Country Manager for Denmark wants the plant to stay where it is. The subsidiary manager also reports to him, as part of the matrix structure. The subsidiary manager has recently been promoted to his new position, with the support of the Country Manager. The previous subsidiary manager had been promoted to head up a larger, Danish subsidiary of ABB. The previous year, the Country Manager and the previous subsidiary manager had managed to over rule the same request, in no small part, due to their connections within ABB as well as within Denmark. The new subsidiary manager needs to make a recommendation as to what should be done. The ABB Transformers (A) case can be used separately, or in conjunction with the (B) case.

The (B) case follows up on the (A) case. The decision was made to leave the plant in Denmark. It was revisited one year later, and the subsidiary manager is in even more of a quandary. The former Country Manager has been promoted to the Executive Committee of ABB. At a meeting of the new Country manager (not previously from within ABB), the Product Manager, his supervisor from the Executive Committee, the former Country Manager, and the subsidiary manager, the discussion is primarily between the new Country Manager and the Product Supervising Executive Committee Member, who has also been given added responsibility for all of Asia and the Pacific region. The former Country Manager, now responsible for European operations, remains quiet during the discussions. He later notes that this is a relatively small decision in the context of European operations. The subsidiary manager still needs to make a decision, but is now unsure of what has happened during the past year to allow this issue to be raised for the third time. The (B) case can be used to demonstrate how politics, promotions, and transfers can radically alter the environment within the context of a strategic decision. The focus is now on organization culture and power, and on the problems of operating within a matrix structure. The (B) case should be used in combination with the (A) case.

Details

The CASE Journal, vol. 3 no. 2
Type: Case Study
ISSN: 1544-9106

Abstract

Subject area

Business internationalization into emerging markets.

Study level/applicability

BA Level.

Case overview

On March 23, 2014, Yves, Patrick and Pascal were on their flight back from Udaipur, India, to Zurich, Switzerland thinking about all the experiences they had during the last 12 months and especially in the last three weeks when they visited India to do the feasibility study for their water shop concept. They still had many questions that were unanswered before leaving India. Do they have the sufficient Indian contextual knowledge and expertise to run a business? Are they considering all relevant aspects to successfully establish a water shop in rural India? Have they developed the conducive mindset? Are they ready to leave their comfort zone, friends and family behind to embark on an once-in-a-lifetime adventure? Do they have enough social capital to assist them in the process of setting up the water shop? Shortly before landing at Zurich airport, Yves knew that they now either had to become serious and really spend at least a year in India to turn their concept of a water shop into reality or stay back in Europe starting with their masters studies. The case offers a true story about three BSc students that decided to evaluate whether they could implement a business opportunity that they had identified during a “Doing Business in India” course at their university and subsequently developed into a serious business case. Based on this situation, the case study offers the opportunity for students to better understand what it takes to create the right mindset (i.e. “Triple I” mindset) before actually implementing a market entry or expansion project in India.

Expected learning outcomes

The case focuses on teaching the “Triple I” mindset to discuss the prerequisites of a successful market entry or expansion in India: investment mindset, intercultural mindset and infrastructure mindset The case study also highlights the importance of networks and networking locally (i.e. building social capital) as a prerequisite for a successful market entry or expansion. This approach including the “Triple I” mindset, the role of social capital as well as the actual market entry or expansion project is summarized in a metaphor that we call the “Archimedes’ Screw of Internationalization”. The case study proposes to work on the following five assignment questions to drive the intended learning objectives by discussing the different prerequisites of a successful market entry or expansion in India.

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: 5: International business.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Abstract

Subject area

Marketing and Strategy.

Study level/applicability

BA level.

Case overview

The case deals with IKEA’s unique service experience, and the company’s plans to expand into India. The question that is dealt with primarily is, “Can IKEA successfully introduce and adapt its service experience to the Indian market”. IKEA’s service experience is critically explored, as well as the concept of “service” in India.

Expected learning outcomes

After studying the case, it is expected that students will have a better understanding of what is a “service experience”, as well as how it can give a company a competitive advantage. It is also expected that students will have a better understanding of the retail market and consumer behavior in India.

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.

Details

Emerald Emerging Markets Case Studies, vol. 6 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 24 July 2019

Elona Garo and Vasilika Kume

The learning outcomes are as follows: examining the attributes and characteristics of successful entrepreneurs, understanding the biggest challenges entrepreneurs are facing in…

Abstract

Learning outcomes

The learning outcomes are as follows: examining the attributes and characteristics of successful entrepreneurs, understanding the biggest challenges entrepreneurs are facing in the process of developing their own business, understanding how to lead change and create competitive advantage in an emerging economy, identifying the challenges and pressuring the business in facing the retail industry and discussing and debating the challenge of diversification strategy and the risks associated with it.

Case overview/synopsis

It was year 2009 when the largest hypermarket in Albania, “Do it Yourself”, opened its doors to the public by bringing in Albania an important investment. This investment was significant for the country because it materialized in the midst of the world economic crisis. The company hired 500 employees, a big number for the size of the country. The 160,000 m2 area facility is strategically located 6 km from Tirana International Airport and 8 km from the center of Tirana, the capital city. The interior of the Hypermarket Retail Store occupies 20,000 m2 retail, 12,000 m2 wholesale and 2,600 m2 office space. The rest is green space and parking. Megatek carries a range of 51,000 products in different categories as homemade decorations, lighting and electrical, building materials, tools, gardening, heating and cooling, painting, wood and flooring. The products are available at a brick and mortar store and also online; the products are also home delivered. The company has been devoted to contribute to consumer education, quality service delivery and quality products at competitive prices. Armed with eight years of continuing success, Dionis was facing a critical decision. Should he expand or stand pat? Should he diversify the activity or maintain focus? Meanwhile, Megatek’s challenges on growing its business remain vivid. A couple of changes in the external environment ask for smart responses in the internal environment.

Complexity academic level

BA and Master level students.

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

Abstract

Subject area

Marketing.

Study level/applicability

This case can be used in a principles of marketing course, at Introductory, Executive or MBA level, it is particularly suitable as a case on promotions policy as one of the 4-P's, to illustrate the role of marketing communications as part of an integrated marketing strategy, or to illustrate the building of a service brand.

Case overview

The case illustrates a number of practical marketing issues: the marketing challenges of launching a budget airline: gaining high visibility and awareness with a relatively low share of voice; the relationship between an organisation and its advertising agency; the requirement to maintain a consistent marketing strategy over time, but to adapt the execution as market dynamics impact the consumer. Given the dynamics of most industries, kulula.com cannot afford to be complacent, as new entrants are always on the horizon. The dilemma facing Gidon Novick and his team is to rethink the sustainability of its current strategy, how to grow and protect its position, as well as the relationship with its advertising agency and its communication strategy – is a more relevant campaign or a new agency required to keep the marketing communications interesting and current?

Expected learning outcomes

The expected learning outcomes are: to analyse the success of communications campaigns; to explore the issue of client/agency relationships; to understand brand building strategies, how to create a distinctive position, and how to build a services brand; To understand the key success factors for a low-fare niche positioning strategy, and to examine the sustainability of this low-fare strategy; and to identify some product line extension opportunities for kulula.com.

Supplementary materials

Teaching note.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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