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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.

Entrepreneurship, strategy, family business.

MBA, PhD (Mgmt)

DK Dies and Tools was set up initially as a tool room by its founder Krishna Verma. It manufactured machine parts, sheet metal tools, jigs and fixtures, plastic/rubber moulds and metal fabrications. The firm came to be known as DK Exports (henceforth DKX) when it was professionalized in the year 2003 for merchant exporting. Lately, after the founder's demise, professionalization had become a dire need when the firm faced with loss of customers, the market share was taken over by the Chinese, workers' expectations had risen, poor internal communications, search for dynamic capabilities and finally a need to diversify had arisen. Unexpected death of the founder had pushed the firm into doldrums. It was because of the founder's relationship and reputation in the market that the business prospered. Unfortunately, the tacit knowledge he possessed could not be handed over to his son Kunal, which led to complexes in business. Hence, there arose a need for internationalization for finding new customers and markets. Entrepreneurial orientation needed a change. The new Chairman, Kunal, had expertise in operations management, with his wife, Priyanka, looking after development via overseas collaborations. The firm had been struggling to create a two-tier top-level management to decide on operational issues, besides search for newer destinations for increasing the scale of operations.

To understand how multilevel entrepreneurship happens and the importance of translating tacit knowledge to explicit knowledge, especially at times when the founder has to pass the baton to the second generation.

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

This case study introduces students to the core characteristics of social entrepreneurship by teaching Santos (2012) positive theory. The case allows students to transition from comprehension and application of what social entrepreneurship is, to considering how they operate. Druckers (2005) argument that social organisations will never have sufficient resources to do their work because they operate in an environment of infinite need is the catalyst for a conversation on resource dependency theory and the risks of mission drift. Students are introduced to the funding spectrum that can be used to understand the type of income that comes to an organisation, and to apply this to the case. By the end of their studies, students should be able to apply the Santos (2012) definition to social enterprises and social entrepreneurs, have insight into the complexity of operating in an environment of infinite need and able to apply the funding spectrum as a tool to manage to understanding financial sustainability.

The case tells the story of Sharanjeet Shan, a globally recognised social entrepreneur, and recipient of the Schwab Foundation’s Social Entrepreneur of the Year award in 2015. Shan moved to South Africa as the country moved into democracy, and has spent the past 20-plus years building the skills of Black African school children in mathematics and science through the organisation she leads, Maths Centre. But the country remains at the bottom of world rankings for the quality of its maths and science education, despite spending more per capita on education than any other country in Africa. Maths Centre has seen a dip in donations despite steady growth in the amount of money that businesses are investing in social change in South Africa through corporate social investment. But does Shan really need more donor income? Or are there other ways that she can build the financial sustainability of Maths Centre?

This case study is aimed at students of non-profit management, entrepreneurship, social entrepreneurship, women in leadership, corporate social investment, development studies and sustainable livelihoods. It is written at an Honours / Masters level and is therefore also appropriate for use in customised or short programmes. The case study is a good introduction for students with a background in business (e.g. Diploma in Business Administration / MBA / custom programmes) who are wanting to understand social enterprise and apply their learning's.

A list of supplementary materials is provided in the Teaching Note as Table I, which includes video's, radio interview recordings and a book chapter.

CSS 3: Entrepreneurship.