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Strategic management

Undergraduate/postgraduate modules in strategic management.

The case portrays a Chinese surrogate manufacturer – Cool-Comfort Shoes International Co. Ltd. (CCS) – which attempted to build its own brand, Ace-of-Biz (AoB). The surrogate manufacturing business had accumulated the funds needed to develop its AoB brand for sale in the domestic market. The 2007 world financial crisis and subsequent world recession caused exports and, thus, surrogate manufacturing to plummet. CCS was hoping that their loss in export of surrogate products would be more than compensated for by the gain in the domestic sales of AoB. However, despite 10 years of commitment, AoB's sales still had not grown sufficiently to counter the slowdown in exports, and the leaders at CCS were wondering what the future would hold for the company and its AoB brand.

This case study provides students with an ideal context to develop an appreciation of how changes in the domestic and international business environment affect the corporate and business strategies of a small- to medium-sized enterprise and the differences between corporate and business strategies, and to demonstrate their ability to apply a number of strategic management tools and techniques for the critical appraisal of a strategic situation and justify their recommended course of action.

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

In October 2004, Mr. Richard Sands, CEO of Constellation Brands, evaluated the potential purchase of The Robert Mondavi Corporation. Sands felt that Mondavi's wine beverage products would fit into the Constellation portfolio of alcohol beverage brands, and the opportunity to purchase Mondavi for a highly favorable price was quite possible due to recent management turmoil at that company. However, should it be purchased, strategic and operational changes would be necessary in order to fully achieve Mondavi's potential value. In making a decision, students need to consider the attractiveness of the wine industry, its changing structure, its share of the overall market for beverages, and rival firms' strategies. As rival bidders may emerge for Mondavi's brands, Constellation must offer a price that demonstrates its serious intent to acquire Mondavi.

The learning outcomes are as follows: factors to be considered in devising the best post-acquisition brand identity and outline market research techniques, which can be used to identify the best-suited post-acquisition brand identity strategy.

The case study discusses the brand strategy, which Walmart Inc needs to adopt post its acquisition of Flipkart Pvt. Ltd (Flipkart) Group in India. Flipkart had acquired Myntra Designs Pvt. Ltd (Myntra) and Novarris Fashion Trading Private Limited (Jabong), but had kept their brand identity intact; Walmart Inc was faced with the decision on moving ahead with the brand strategy of keeping individual brand identities or merging all of these into a single brand identity. The study aims to provide valuable insights into the decision-making process adopted by Walmart Inc. It includes also the role of cause-related marketing in the positioning of Myntra as a socially responsible brand. The case study opted for an exploratory research design study using the qualitative research method of in-depth interviews. In total, 10 experts in the area of marketing, market research and marketing communication were interviewed. The qualitative data were analyzed using a template approach, which analyzes the text using a codebook or an analysis guide. The analysis guide already has clearly defined themes or categories. As the qualitative interviews progress, these themes get revised. These themes are analyzed qualitatively rather than statistically. The case study suggests to the management of Walmart Inc that they need to merge Myntra and Jabong based on the degree of similarity of consumer demographics, income/social class of buyers, brand identity and buying behavior. Myntra needs to retain as opposed to Jabong, as Myntra is perceived to be a socially responsible brand that creates a purchase disposition in the minds of the consumers. A more extensive quantitative study would offer better generalizability. It was not feasible to conduct a quantitative study due to time constraints. This research would have used advanced brand imagery assessment techniques such as multi-dimensional scaling to suggest if an overlap exists between consumer segments of Myntra and Jabong. The case study provides a decision-making framework to firms and individuals who are part of organizational teams to create a post-acquisition brand strategy in the e-commerce market. The case study fulfills a need for many academicians and practitioners to understand the decision-making process followed in devising a post-acquisition brand strategy in India.

Senior undergraduates; Master of Business Administration; Executive Master of Business Administration.

Teaching Notes are available for educators only.

CSS 8: Marketing.

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.

Marketing, brand management, promotion management and corporate social responsibility.

Undergraduate and postgraduate.

How does the “country-of-origin” issue affect brands, and what do brands need to do? The case of unique and small corporate social responsibility (CSR) programs and their impact on creating brand awareness.

Aamer Khan, Managing Director Hafet Electrical LLC, the sole distributor for of Haier in United Arab Emirates (UAE) was reviewing their half yearly results. Among the more unconventional strategies they had adopted was one where they used community engagement to get an insight into the local market and develop brand awareness as a caring top quality brand. The CEO of Haier, Zhang Ruimin stressed that “quality is and will remain the essence of business sustainable, whether in the past, present or future”. Aamer was evaluating the effectiveness of the strategy and considering its impact. Should he use a similar strategy next year?

This case deals with the “country-of-origin” issue, an important aspect in branding a key strategy of marketing. The Haier brand and its country-of-origin were investigated among the Emirati (UAE nationals) consumers. This was done as part of a capstone research project by Meerah, Sara and Azza at Zayed University, Dubai. Further, the group created a unique CSR program for the Haier, whereby they invited people to join them in a Walkathon to raise money for a charitable cause. Haier donated various products like refrigerators, air coolers and air conditioners towards this charity. By creating this event, the group raised awareness of the Haier brand among the local population.

What is:

• “Country of origin” (coo) in marketing and its effect on brands?

• The role of CSR in corporate marketing communication?

• The role of small events in building brands?

“Country of origin” (coo) in marketing and its effect on brands?

The role of CSR in corporate marketing communication?

The role of small events in building brands?

Teaching notes.

The Dudley Beauty case illustrates a contemporary branding, management and marketing challenge facing many companies that are 50 plus years old. Movahhed (2016) highlights the six elements to consider during brand strategy: the target audience, the brand promise, brand perception (past, current and future), brand values, brand voice and brand positioning. The times have changed with changing macroenvironmental factors including political, economic, sociological, technological, legal and other environmental (PESTLE) changes that affect a business but which the business does not directly control.

The case is based upon an interview with Dudley Beauty CEO and President Ursula Dudley Oglesby and secondary sources.

The “A Makeover for Dudley’s Q+” case explores the challenges of a second-generation textured hair care and personal care company in the direct selling channel as it faces an aging market and changing business and economic environment. A Black-owned company, begun in 1967 by her parents, Dudley Beauty is led by the founders’ daughter, Harvard College and Harvard Law School-educated, Ursula Dudley Oglesby. At over 50 years old, the company has continually created new textured hair products and has high brand awareness among older Black consumers but has not adequately addressed changing hair trends and shifting communication preferences of younger consumers. The company is at a critical point needing to reach a younger, larger market to survive. The business situation supports marketing, management, strategy, and/or entrepreneurship undergraduate students in understanding how macroenvironmental forces and internal structures affect businesses.

This case is intended primarily for use by undergraduates in a variety of courses. It is suitable for courses in Principles of Marketing, Entrepreneurial Marketing, general Entrepreneurship and Marketing Strategy courses covering topics such as direct selling, the role of environmental factors in business, rebranding efforts using digital and social media marketing and women/minority business owners.

The authors analyzed data and information mainly from the company’s annual reports and the books written by the CEO.

How and when can a “value” brand upscale its brand image? In the wake of the financial crisis of 2007–2008, UNIQLO – Japan’s street fashion brand – considered introducing a new brand collaboration. They needed to capture the attention of younger, more fashionable consumers. However, people were tightening their spending as they faced uncertainties related to their jobs and wealth. Even though UNIQLO had had a steady growth in sales for the previous 24 years, it was questionable whether it was strategically a good time to launch a premium brand collaboration. And if so, who was the right partner? High-end designer Jil Sander, fashionable New York-based Theory or emerging French “casual luxury” brand Comptoir des Cotonniers?

This case is about the challenges faced by a low-priced brand to collaborate with a high-end brand to enhance the brand image. It explores the important elements to take into consideration when evaluating launching collaboration using the high-end brand’s name. The students will learn how to examine the risks and benefits of creating a new image for the core brand. If the students had learnt branding or brand extension before, this case can be used to teach how consumer’s perception affects brand extension and the target market’s impact on pricing and distribution strategies. It can be used for a marketing course at the MBA level to explore the concepts in a growing company’s brand image or an undergraduate specialized course in brand management or marketing management. The students also learn how the fashion industry’s supply chain management works to adapt to rapidly changing fashion trends.

In 2009–2010 Procter & Gamble’s Old Spice brand had to respond to two important challenges. First, after a successful rebranding of the Glacial Falls scent into Swagger (see Kellogg Case #5-411-752), Old Spice’s core brand team had to determine its next step in advertising. The options being considered included continuing to advertise Swagger, switching to advertising a different scent, advertising the umbrella brand, or placing an emphasis on body wash instead of on deodorant. This decision also involved proposing both the messaging and the media buy for the option selected. Second, in conjunction with this issue, the brand team had to decide whether the messaging of its advertising should respond to competitor Unilever’s new advertising for Dove for Men, which would be kicked off in an upcoming Super Bowl spot. Students will step into the shoes of Mauricio O’Connell—one of the assistant brand managers of Old Spice—as he and his team brainstorm how to position the brand for another big success.

After reading, analyzing, and discussing the case, students should be able to:

• Ask critical questions to help decide among multiple advertising strategies

• Describe issues for a brand that relate to managing advertising across its portfolio

• Understand how competitive behavior can affect a brand's decision

Ask critical questions to help decide among multiple advertising strategies

Describe issues for a brand that relate to managing advertising across its portfolio

Understand how competitive behavior can affect a brand's decision

This case highlights repositioning strategies that change a product’s position in the minds of the consumer in response to changes in market conditions. These changes should be balanced with a certain amount of brand authenticity and continuity. Brand identity is the vision, core values and key beliefs of the brand. There are four main branding strategies as follows: house of brands, endorsed brands, sub-brands and branded house. These options can be placed in a continuum and the position on the branding relationship spectrum reflects the degree to which brands are separated in strategy execution and in the customer’s minds.

This case is based on secondary data, mainly from interviews of industry leaders in business journals, newspapers, research articles and industry reports, including from international organizations.

The case examines the frequent revisions in branding strategies by India’s second largest group of hotels – Indian Hotels Company Limited. Repositioning involves changing the market’s perceptions of an offering to compete more effectively in its target segments. However, a certain amount of continuity is also essential to the brand’s development over time. The case helps students to view the brand from two angles as follows: the angle of brand identity and the disruptive angle of new developments. They will examine the rationale for the frequent repositioning strategies using the brand relationship spectrum and whether these will affect the brand identity of the iconic brand Taj.

This case has been effectively used with MBA Marketing students in Product and Brand Management and Services Marketing classes to demonstrate how companies use repositioning strategies as a considered response to the market conditions. As competitive conditions and consumers evolve, changes in branding strategy will be necessitated. The students are expected to have basic knowledge of brand architecture and brand strategies. The case can be used to illustrate the brand relationship spectrum and the differences among branding strategies in brand architecture.

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

Marketing Management, Product & Brand Management, Entrepreneurship.

This case can be taught effectively to MBA/BBA students as part of Marketing Management, Product & Brand Management, Entrepreneurship.

The case talks about the marketing mix strategy of India’s fastest growing fast moving consumer goods (FMCGs) brand Patanjali, with a tremendous revenue growth rate of 100 per cent for the past five years, leaving major FMCG companies insomniac. Patanjali Ayurved Limited riding on Baba Ramdev’s brand equity positioned itself as an authentic Ayurved brand with ancient Indian roots. Patanjali’s product line ranges from healthcare, personal care, home care, to food and more. Patanjali’s products were priced 10-40 per cent lower than that of its competitors. Run by franchisees, Patanjali had a three-tier distribution system. These included Patanjali Chikitsalayas which were franchise dispensaries and clinics along with doctors, Patanjali Arogya Kendra which were health and wellness centres and Swadeshi Kendra, non-medicine outlets. The company has 15,000 exclusive outlets across India and plans to grow to 1,00,000 exclusive outlets by 2020. Patanjali amazed the world by achieving phenomenal success without spending much on advertising in its nascent stage. Recently Patanjali adopted the multinational corporation (MNC) style of advertising by hiring two top advertising agencies McCann and DDB Mudra to prepare the company for the next phase of growth. Patanjali diversified into various segments of the market, ranging from FMCG products, Ayurvedic medicines, Ayurvedic hospitals and a medical college. Patanjali plans to enter various categories of products including the beauty products segment to compete with major MNCs, the baby care segment to compete with Johnson & Johnson, and the sports segment to compete with Nike and Adidas. Patanjali as a brand has a strong positioning in the minds of consumers as a natural and Ayurvedic brand. Will Patanjali’s foray into so many diversified segments lead to a brand extension trap and confused positioning? Because Patanjali as a brand, solely rides on Baba Ramdev’s image, if Baba Ramdev ever finds himself at the centre of a controversy, will Patanjali’s brand equity take a hit? Will it affect the brand Patanjali? Even if Baba Ramdev does not get into any controversy, what will happen to the brand Patanjali when Baba Ramdev is no more? Who should be the next face of Patanjali? Can the brand survive without a face?

The case is designed to enable students to understand the following key learning points: The concept of marketing mix. Product mix, Promotion mix branding (especially “Person as a Brand”), customer-based brand equity (CBBE) model or brand resonance pyramid.

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.