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Abstract

Subject area

Services marketing.

Study level/applicability

This case can be taught effectively to MBA/MS students. The case provides students with an opportunity to closely examine various marketing activities and to understand how problems associated with intangible services can be dealt with by using effective integrated marketing communications.

Case overview

On March 1, 2011, JustEat, the world's largest and premium online food ordering and table reservation portal, acquired a 60 per cent stake in India's premium online food ordering and table reservation portal – Hungryzone. Following this, Hungryzone was rebranded as www.justeat.in. Ritesh Kumar Dwivedy Founder and CEO of Hungryzone and now the CEO of www.justeat.in, soon faced some challenges that cropped up as a result of this new development. Rebranding and the scalability of operations with the existing resources were the major causes of concern. To overcome these problems, www.justeat.in undertook several marketing initiatives and in the process implemented innovative ideas like JustConnect Terminal; introduction of the global JustEast mascots Belly and Brain to replace the existing mascot Aloo Patel of Hungryzone; and various innovative promotional activities to promote www.justeat.in. The case highlights the issues and challenges faced by the management. Finally some significant challenges yet to be resolved are posed. What should be done to deal with the problem of poaching of customers by partnering restaurants? How should www.justeat.in ensure that the partnering restaurants do not perceive it as their competitor in spite of the fact that registering with www.justeat.in helps increase their revenues by 10-15 perx cent? How should www.justeat.in convince popular restaurant chains to register with it keeping in mind the fact that they are already facing excess demand situations?

Expected learning outcomes

The case is designed to enable students to understand: the concepts associated with delivering services through electronic channels; communications and the services marketing triangle; key serxvice communication challenges; the integrated services marketing communication mix; strategies to match service promises with delivery; and the services branding model.

Supplementary materials

Teaching notes are available; please consult your librarian for access.

Abstract

Subject area

Entrepreneurship.

Study level/applicability

The case has been used at Master's level but it has direct application to any MBA programme or entrepreneurship module.

Case overview

Adrian Gore started Discovery in 1992 with seed-funding of R10 million from merchant banking group, Rand Merchant Bank (RMB), as a health insurance company within the RMB stable. By 2009, Discovery had become a large, listed, financial services institution employing more than 5,000 people and comprising not only Discovery Health (DH), but also Discovery Life (DL), Discovery Invest (DI) and Discovery Vitality (a wellness programme). In addition, it had operations in the USA, where it licensed Vitality for use by employers and other health insurers, and in the UK where it operated two joint ventures with The Prudential plc – Pruhealth and Prulife.

Expected learning outcomes

To understand the similarities and differences between corporate and start-up entrepreneurship; to understand the entrepreneurial process within an established organization; to explore the environment within an established company in terms of how much it supports or constrains entrepreneurship; and to look at creative ways to overcome obstacles to entrepreneurship in established companies.

Supplementary materials

Teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 2 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 May 2008

Edward Demarais, Sandra Sheckman and Gina Vega

Doris, the Executive Director of the JCC, had a Board of Directors that lacked the requisite skills, perspective, behaviors, and willingness to change policies and practices in…

Abstract

Doris, the Executive Director of the JCC, had a Board of Directors that lacked the requisite skills, perspective, behaviors, and willingness to change policies and practices in order to meet external environmental opportunities and threats or to address internal competencies and competitive capabilities. Changes in the external environment were exacerbating the JCC's internal deficiencies. In addition, the Board created impediments to the professional staff's efforts to implement good managerial practices and policies. The current management team was acutely aware of the changes in the external environment, how these changes impacted the JCC's operations and what the JCC needed to do in order to meet these challenges. The management team was frustrated by a Board that did not provide leadership, fulfill their responsibilities, hold each other accountable and undermined management by intervening in day-to-day operations. The staff was passively hostile to the Board and to the management team. As consumers, the members' expectations were higher and more demanding. Doris and her management team had to resolve a myriad of strategic and operational issues that confronted the organization.

Details

The CASE Journal, vol. 4 no. 2
Type: Case Study
ISSN: 1544-9106

Case study
Publication date: 14 June 2016

Vasilika Kume, Ana Tomovska Misoska and Predrag Djordjevic

Strategic management, HR Management, Change management, Marketing.

Abstract

Subject area

Strategic management, HR Management, Change management, Marketing.

Study level/applicability

Potential audience. This case will serve to undergraduate students, master level students, in the subjects, entrepreneurship, managing change, marketing, H&R management, strategic management.

Case overview

The Brunes Company was founded in 1994 by Gerond Cela and his brother, with the goal to provide quality products for bathrooms in the then-emerging Albanian market. During the next few years, it had grown into one of the biggest wholesale and retail chains in Albania, with huge portfolio of goods for home refurbishing. The beginnings were very humble. Armed only with the high school diploma in textile trading, born and raised in an ex-communist country without developed entrepreneurship culture, Gerond set off to Italy, a popular destination for young Albanians who were looking for an opportunity to escape the pitfalls of the post-communist transitional economy. Gerond recognized the huge gap in the market for imported tiles in his home country, so he began importing quality Italian tiles in 1994. Initially, he was doing the wholesale from his truck, due to the lack of retail stores. He focused on increasing customer satisfaction and built the company name as trustful provider of quality goods. This strategy brought him less profit, but his long-term goal was to build the company name and to establish it as a trustful provider of quality goods. In 1999, he bought 18,000 m2 (for 50.000 euro) land on the highway Tirana-Durres, 7 km from the city centre, which proved to be extremely worthwhile in the long run because the price of the land had skyrocketed up to ten times during the next decade, due to the economic development of Albania. In 2004, Gerond and his brother epitomized their business idea. They entered the market of home furniture. In 2009, the company expanded further in country towns like Lezha, Saranda and Fier. After two decades of establishing his company as a market leader with approximately 30 per cent of market share, Brunes Company is at the crossroads. On one hand, it is pressured by very stiff competition in the form of their main competitor Delta Home, which succeeded in taking 10-15 per cent of the marketing just in one year. On the other hand, the company has been stagnating for some period without a concrete plan to overcome this problem, as well as without a clear strategy for the future directions of the expansion. To diversify the company’s portfolio, Gerond built a factory for tiling accessories which will cost 8 million Euros and employs about 30 workers.

Expected learning outcomes

Specific objectives of the case are as follows: to portray individuals who became successful primary through their leadership abilities, and to examine how their experiences and values contributed to the success of their business; illustrate the impact on operations of an increasingly competitive environment and how this environment affects the need for a change in strategy; identify the challenges of selling luxury goods in a competitive retail environment; to assist students to critically think about diversification strategy; to gain an understanding how to adapt to change; to discuss for issues that must be changed (culture, people, technology, values and philosophy of leadership, marketing, business model), to grow.

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

Details

Emerald Emerging Markets Case Studies, vol. 6 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 12 December 2013

Dheeraj Sharma and Varsha Verma

Armstrong, a world famous cyclist, was charged with doping in 2012. Subsequent to this news, most of his endorsers terminated their contracts with him. Armstrong had started a…

Abstract

Armstrong, a world famous cyclist, was charged with doping in 2012. Subsequent to this news, most of his endorsers terminated their contracts with him. Armstrong had started a foundation called Livestrong (formerly Louis Armstrong Foundation), to support cancer-survivors, which depended heavily on sponsorships received by Armstrong. Despite his resignation, the foundation was fast losing its sponsorships. Armstrong was trying to find a way to reduce negative publicity and save the foundation.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Abstract

Subject area

Organizational behavior.

Study level/applicability

Upper-level undergraduate courses, introductory MBA courses.

Case overview

This case study unveils the story of Al Qatef Holding, a Gulf-based real estate company that was created on the vision of one ambitious businessman. The case begins in 1999 when Faisal Al Qatef decided to pursue his dream of establishing a full-fledged corporation to serve the mounting real estate needs in the Gulf region. Faisal started his company by launching a number of residential and commercial property developments in his home country, Kuwait. During its early years of operation, Al Qatef Holding witnessed an impressive success and an increasing appetite for growth. A couple of years down the road, the founder made the strategic decision to open a new branch in Doha to seize the opportunity that the Qatari real estate market presented at that time. Yet, along with the rapid expansion came the company’s incapacity to deliver on its promises, generating many customer complaints and a damaged reputation owing to poor construction quality and significant delays in project delivery. The case describes the multiple challenges experienced by Al Qatef Holding throughout its evolution and portrays the external and internal dynamics that led to its initial success and subsequent decline.

Expected learning outcomes

Assess the internal dynamics and challenges that are associated with the management of small firms; discuss how leadership styles and characteristics affect the organizational climate and employee performance; demonstrate understanding of how corporate culture drives human behavior in the workplace; perform an analysis of firm structure to estimate its impact on individual and organizational outcomes; apply different techniques for enhancing employee motivation in organizations; and evaluate the effectiveness of managerial decisions and provide recommendations for securing corporate survival.

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 6: Human Resource Management.

Details

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

Keywords

Case study
Publication date: 2 November 2018

Aasha Jayant Sharma and Vandana Prashant Sonwaney

The students will get a hands on research techniques like mental mapping, laddering and means end chain (MEC) model for value proposition and survey techniques.

Abstract

Learning outcomes

The students will get a hands on research techniques like mental mapping, laddering and means end chain (MEC) model for value proposition and survey techniques.

Case overview/synopsis

Market Research has always acted as one of the major driving force behind the successful launch of any product in any market. There are several evidences of how market research and thorough understanding of the consumers in and out has lead companies reach new peaks and acquire market share. This case deals with a company called Eco-Remedies, based in Nashik, India, which is in the business of providing eco-solutions to different health ailments and also general purpose health supplements like health drinks. The major concentration is on the product called “AnjaNeya-The Graviola fruit drink” from Eco-Remedies, where in different research techniques were used to gather information so that appropriate strategies could be implemented in order to increase the market share of the product and create a strong position in the minds of the customers. The case deals with gathering consumer insights and then developing appropriate positioning strategies for Eco remedies based on consumer value proposition using the MEC theory, mental mapping, blind tests and general consumer survey.

Complexity academic level

The study is applicable to Masters level Marketing Management and Marketing Research Studies.

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

Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 January 2017

Russell Walker, Mark Jeffery, Linus So, Sripad Sriram, Jon Nathanson, Joao Ferreira and Julia Feldmeier

By 2009 Netflix had all but trounced its traditional bricks-and-mortar competitors in the video rental industry. Since its founding in the late 1990s, the company had changed the…

Abstract

By 2009 Netflix had all but trounced its traditional bricks-and-mortar competitors in the video rental industry. Since its founding in the late 1990s, the company had changed the face of the industry and threatened the existence of such entrenched giants as Blockbuster, in large part because of its easy-to-understand subscription model, policy of no late fees, and use of analytics to leverage customer data to provide a superior customer experience and grow its e-commerce media platform. Netflix's investment in data collection, IT systems, and advanced analytics such as proprietary data mining techniques and algorithms for customer and product matching played a crucial role in both its strategy and success. However, the explosive growth of the digital media market presents a serious challenge for Netflix's business going forward. How will its analytics, customer data, and customer interaction models play a role in the future of the digital media space? Will it be able to stand up to competition from more seasoned players in the digital market, such as Amazon and Apple? What position must Netflix take in order to successfully compete in this digital arena?

To examine the benefits and risks of investment in analytical technology as a means for mining customer data for business insights. Students will develop a strategy position for Netflix's investment in technology and its digital media business. Students must also consider how new corporate partnerships and changes to the customer channel model will allow the company to prosper in the highly competitive digital space.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 26 June 2018

Vishal Gupta and Priyanka Premapuri

Mohan Dixit, Head, Sales and Marketing, India Operations, EuroMotoCorp Pvt. Ltd., an automobile manufacturing multinational company headquartered in Munich, Germany. This case…

Abstract

Mohan Dixit, Head, Sales and Marketing, India Operations, EuroMotoCorp Pvt. Ltd., an automobile manufacturing multinational company headquartered in Munich, Germany. This case outlines the harried nature of his life: professional problems (decrease in the market share, not being able to say ‘no’, unable to delegate, pressed for time, member of too many committees) and personal issues (weight gain, not able to spend time for his personal interests) and family problems (work-life balance issue). The case can be taught through different angles, including individual behaviour, transaction analysis, time and stress management, career management and general management. Apart from this, the case discusses the emotional instability of Dixit and the automatic cycle of behavior of Dixit in various situations and events. The case also discusses the ‘ego-self’ and the ‘natural—self’ of a person and how the two should be balanced for a good quality of life. The case thus delves deep into the psychology of a person and discusses how his/her thoughts or inner talk should be managed for a content and successful personal and professional life.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

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