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Retail marketing: it can be discussed in a retail marketing course to explain the growth and expansion of the retail chain and illustrate the features of a retail model that can consider franchise as a method to expand or distribute its branded merchandise in other retail outlets. The case will also help assess the financially viable growth. Marketing Management: It can be useful for a comprehensive yet straightforward explanation of marketing mix price, promotion, place, and product, also at the same time it serves to explain the importance of customer service in terms of retailing. Strategic Marketing: The case provides varied growth options that are being considered by retail organizations, which gives the student real-time opportunity to arrive at strategic decisions by considering financial viability, internal strengths (SWOT analysis), franchising as a growth option.

This case can be used in foundation course on retail marketing or even in strategic marketing in postgraduate management program, or the dilemma can be explained as a part of a marketing course for postgraduate, executive programs, management development programs.

Kanwar, the owner of 39 Bakers, was one of the fastest-growing retail outlets in Jammu, India. He had been successful in carving his pie for himself with its unique bakery products of more than 1000 variety of, break-even point price, everyday surprise product (EDSP), reasonable price, open kitchen concept, hygiene, excellent customer service. Within three years, 39 Bakers had grown from one to eight outlets, and revenue had increased to US$68,621, and vision was to achieve US$2m within the next three years. To achieve his vision, he made two business expansion plans either to start product distribution to other retailers like an FMCG company or to go ahead with the business format franchising model. The investors needed a detailed planned within three days. But Kanwar had to decide should he expand geographically and start with franchise model or shall he establish his brand with product distribution, and then go for the franchise model, which plan would make him reach his vision by 2023? Which strategy would be efficient? He indeed wanted to go for the franchise model, but the question is when?

This case will help entrepreneurs to decide on services and retail industries to expand their business and explore available growth options. It offers a platform to talk about how often franchising used to fuel growth. Either you select to be a franchisee or independent business owner or provide franchising opportunities or start your distribution network, a detailed business plan is one of the most critical decision-making activities. Without adequate details, it can make your life's most expensive option. After students have worked on the case and the task questions, the students can analyze whether a company should grow through product distribution, franchise or both; appreciate the significance of a business plan and to recognize all aspects of a retail operation, including the marketing mix; carry out strengths, weakness, opportunities, threats analysis and can develop Internal and External Factor Evaluation Matrix (IFE AND EFE); and examine various franchise options available for business expansion in a developing econ.

Position in course – This case can be used in foundation course on retail marketing or even in strategic marketing in postgraduate management program, or the dilemma can be explained as a part of a marketing course for postgraduate, executive programs and management development programs.

Teaching notes are available for educators only.

CSS: 8 Marketing.

In Nigeria, local fabricators of agro‐processing equipment have designed and manufactured various improvised versions of imported bread‐baking machines without due ergonomic considerations. Also, most of the processes of bread baking in Nigeria largely involve manual materials handling, which continues to represent a major loss source in the work place. The manual operations besides being uncomfortable are characterized by low output and unhygienic products. A study was therefore conducted in three southwestern states of Nigeria with the purpose of evaluating the energy requirements and man‐machine relationships in bread‐baking operations.

The study, which lasted over one year, involved the use of three fuel sources namely, firewood, electricity and cooking gas during bread baking operations. Questionnaire and physical measurements were employed for data collection from 50 bakeries randomly selected within the study area. The data points include the environmental and body temperatures, anthropometrical data, bio data, injury data, metabolic and production measurements.

The results of the study revealed that bread‐baking with wood as energy source required the highest energy (6.15 kJ/min) compared with 3.37 kJ/min and 1.52 kJ/min obtained with gas and electricity as sources of energy, respectively. The cost of energy per kg of baked bread was 7.58 with cooking gas followed by 6.05 for electricity and 5.05 for wood in that order. The average baking rate (BR) using firewood, gas and electricity as energy sources were, respectively, 11.92, 17.97 and 20.58 kg/h. Analysis of metabolic data showed moderate (not to a lethal level) increase in the subjects' body temperatures, blood pressures and heart rates after bread‐baking operations.

The study suggests that bread‐baking operations could be categorized as a light grade work and that the use of electricity as energy source is the most appropriate in terms of bread‐BR and unit energy requirement.

The purpose of this paper is to explore young consumers’ attitudes toward novel organic food products by analyzing their acceptability and perception.

A mixed method approach was applied to conceptualize (sensory profiling of organic bakery and confectionery products) and then to evaluate young consumer’s willingness to buy (consumer survey) innovative products: ten variants of rolls and ten variants of shortbread cookies made of certified raw materials originating from bio-farming, enriched with a combination of fresh and dried fruits and vegetables. Product recipes were free of saccharose, sweeteners and chemical pulverizing agents. To evaluate consumer orientation toward novel organic products, 200 consumers from Poland (Warmia and Mazury region) were surveyed regarding their hedonic opinion about these concepts. A Likert-type scale was used in the consumer survey to assess the perception and declared willingness to buy the evaluated products.

Research results demonstrate that the young consumers had ambivalent or negative attitudes to sensory attributes of many variants of the organic bakery and confectionery products. This could be explained by the taste of most of the products, which appeared unacceptable to consumers. It has been concluded that the choice of organic foods by young consumers is not strictly related to the concern over their health nor to the awareness of health-related attributes of these food products. Taste turned out to be the key factor affecting consumer attitudes toward organic foods and driving their willingness to buy these products.

Despite the constant development of research in the area of the organic food market, the current scientific findings still have some cognitive gaps that concern attitudes and expectations of consumers, especially of young consumers, toward new ecological products. This study contributed to the young consumers’ behavior knowledge by analyzing their attitudes toward novel organic bakery and confectionery prototypes produced manually. The empirical findings from this study also have practical potential for organic food market applications. Information of this type is useful in understanding and predicting the demand for certain products, which helps managers develop effective strategies.

Super Bakery's competitive success stemmed from its ability to identify and build organizational capabilities—a combination of people and how they operate—that best supported its strategy. The result was a virtually flawless execution of its market entry, and the achievement of a substantial competitive advantage by a newcomer in a mature, fragmented market.

This paper aims to generate both a theoretical and an empirical basis for a research model that serves in further research as an analytical tool for understanding the complex phenomenon of learning at different levels in a work organisation. The key concept in this model is the routine concept of Nelson and Winter.

A review of the literature in the academic fields of educational sciences, industrial sciences, economics, social psychology and sociology is used to develop a conceptual model that could serve as an analytical instrument to describe the ongoing dynamics, i.e. learning processes at different levels. The theoretical findings were tested against empirical data of an industrial bakery in order to evaluate if the theoretical concepts help to identify possible mechanisms that account for parallel learning processes at different levels.

The paper gives an overview of possible key concepts that helps in explaining what happens at the intersection between individual and team, and team and organisation. This paper concludes that the concept of routines is the most sufficient for understanding the coordinating mechanism between the different aggregation levels in an organisation.

As organisations are modelled as a set of interlocking routines, innovation can be understood as the change of routines. The central question in future research is: “How do routines change?”

By taking a multi‐disciplinary approach, economic theories on innovation and educational theories on learning are combined. Such combination seems fruitful to bridge individual and organisational learning.

The purpose of the study is to develop an understanding of the interplay between multinational enterprises (MNEs) and informal institutions on a firm–industry level. “Interplay” here means how responses to institutions develop in a particular context and how this development is interrelated with stakeholders’ reactions and activities. To study this interplay between MNEs and informal institutions, the authors draw on literature on institutional complexity, as well as on a co-evolutionary perspective. Two case vignettes are presented on MNEs’ post-entry strategies and behaviors in their new host markets, with a view to understanding how and under what conditions informal institutions in the host market may compel MNEs to alter their initial strategies and behaviors in the market and, on the other hand, how and under what conditions MNEs’ strategies and behaviors may act as catalysts of change in these informal institutions.

Amid the current global crisis, biodiversity remains a topic that is often relegated to a few disciplines. Many issues related to the relationship between organizations and the ecosystem remain unexplored. This study aims to fill this gap by examining the characteristics of the interrelationship between these two complex and dynamic systems.

This research is conducted using a constructivist approach, with an interpretivist perspective and a case study methodology. Through this research perspective and an exploratory multiple case study (holistic), the authors assess the implications related to the concept of biodiversity and the impacts that organizational choices could have on the consideration and management of this complex concept.

The desire of these entrepreneurs to change their ways of doing things and try to produce in a way that respects the ecosystem and enhances natural genetic diversity, while simultaneously drawing value from it in a healthy and sustainable manner, is evident. The orientation toward a sustainable and ecologically innovative business brings the concept of profit into the background on several occasions, leading these bakery entrepreneurs to be visionary green entrepreneurs (or ecopreneurs). The desire to be sustainable and to change the ways of “business as usual” makes these companies and their entrepreneurs an example of “sustainability-as-flourishing.”

By adopting the systems thinking approach and multiple case studies, this study examines the interrelation between some innovative small companies (bakeries) and biodiversity, their motivations to actively engage in biodiversity protection and their roles in protecting agrobiodiversity as well as the natural wealth of the ecosystem.

The concept of positional innovation – as one of the four innovation types of the Francis and Bessant’s “4P’s” model – is an effective product innovation strategy for producers of mature and credence goods as food products are. Despite the acknowledgement as one of the major industries worldwide, positional innovations about the food products are underexplored in the managerial literature. To fill this gap, this paper first develops a theoretical analysis of the concepts. Then, by adopting a case-study research methodology, it discloses the way a bakery small enterprise manages positional innovation. Theoretical and practical implications are finally introduced and discussed.

After a literature review about the role and the characteristics of the positional innovation, the paper presents a case study of definition and implementation of managerial actions and initiatives driven by positional innovation. The aim is not to report on an inductive study, but to use this example as a picture to clarify theory and show how the various conceptual issues may be operatively applied and provide more contextual insights.

It emerges how a small food enterprise manages positional innovation to survive and compete in the national and international markets; the positional innovation sources are tapped into culture, social responsibility, tradition and other territorial assets of tangible and intangible nature, effectively combined to innovate the product perception and/or the utility in a use context.

“Non-technological”, simple products, like food, are underexplored and rarely seen as relevant context to investigate along the strategic and innovation management literature. Nonetheless, positional innovation is a perspective that values and credits the innovation efforts of small food products, revealing interesting managerial concepts and inspiring entrepreneurs and managers for activating and sustaining new strategies of innovation for their businesses.

This case can be used in teaching Marketing Management, Principles of Marketing and Consumer Behavior. More specifically, marketing strategies, growth strategies, market segmentation.

This case is designed for undergraduate and MBA students.

This case illustrates the challenges a woman faces taking on the running of her family business, without any prior experience. Hema is a well-educated girl with a diploma in childhood education from UTM-Johor; she was happily working as a school teacher. Her parents are entrepreneurs Encik Sittumalai and Puan Rani. Her Mother Puan Rani set up a business in 2005, under the name of Blitz, producing and selling Indian cookies. In 2010, Blitz was one of the best homemade Indian cookies in the market of Johor Bahru, and supplied their products to five main Indian restaurants. In March 2012, Rani was diagnosed with final stage colon cancer and as a result the business was halted, and the organization was not able to pay employees’ salaries. Hema found herself left with no choice but to resign from her teaching job and take care of the family business.

From this case, it is expected that the students will be able to: understand the fundamental functions of marketing; learn about the four Ps of marketing including product, price, promotion and place; learn about different techniques and strategies to analyze organizations and market situation including SWOT and Porter’s five forces; gain knowledge about market segmentation and growth strategies; identify problems and challenges faced by a new manager in running a company; analyze a situation whereby a new manager needs to adapt to a new role, duties and responsibilities; analyze the external and internal environment using SWOT; understand competition using Porter’s 5 forces; think thoroughly, deeply and critically to make a decision that can solve the problem in hand.

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CSS 8: Marketing.

The purpose of this paper is to explain the rationale for designing and implementing an action learning and research process to significantly transform the work behaviour of tradition‐bound bakers to embrace leading ideas of a new workplace culture in order to diversify the product range of the moon cake and generally improve the competitive performance of the company.

Emphasis was placed on action learning and action research as the main vehicles for managing the organizational change process.

The project demonstrates how an action learning and change management strategy was designed and implemented with a Chinese workforce that had no prior experience of modern ideas on production technology and other aspects of the new workplace culture.

The project was confined to a single case study approach in the bakery department of a major food company in Hong Kong.

The project demonstrates a close correspondence between organizational learning and change management theory and the actual process and outcomes of a practical change agenda.

The special value of the paper lies in its insights into the work behaviour of Chinese factory workers.