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Case study
Publication date: 11 July 2016

Gopal Das, Abhishek and Geetika Varshneya

This case depicts a managerial problem faced by Tradition and Trust, a traditional sweet and snack manufacturer, which is 100-year old family business manufacturing, retailing and…

Abstract

This case depicts a managerial problem faced by Tradition and Trust, a traditional sweet and snack manufacturer, which is 100-year old family business manufacturing, retailing and exporting sweets, snacks and other confectionery products. Like other traditional sweet and snack manufactures, the company is facing the challenge of consumers' shift towards ‘healthy snacking’. Moreover, brands like Haldiram's and Bikanerwala are posing a tough competition to the traditional sweet manufacturing brands. In recent years, the brand has witnessed a decline in sales. In view of the challenges posed to brand, the Chief Marketing Officer, wants to understand the various factors influencing decline of sales and find ways to redesign the strategy for sustaining its current position in the market. The case is written to illustrate how six fundamental steps of conducting a marketing research can be used to address a given managerial problem.

Details

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

Keywords

Case study
Publication date: 24 September 2015

Renuka Kamath and Ashita Aggarwal

Marketing management, brand management, brand loyalty, brand consumer behavior.

Abstract

Subject area

Marketing management, brand management, brand loyalty, brand consumer behavior.

Study level/applicability

MBA program or the Executive Education program.

Case overview

Anubhav Jain, Marketing Head of Digamber Industries, is concerned about the national launch of Surya Gold tea. The brand had been doing well in Jabalpur (Madhya Pradesh, India) with almost 20 per cent market share. However, market reports suggested that retailers primarily pushed the brand and consumers had little loyalty for Surya Gold. Owing to lower repeat purchases, Jain had to spend large amount of money on consumer acquisition. For the national launch, a large base of loyal consumers was critical for business growth. He understood brand loyalty but found it a difficult proposition to relate from consumers' perspective. Market consultants were hired to conduct a qualitative research based on Susan Fournier's work on consumer-brand relationships. The case gives an account of conversations with professed lovers of tea to understand consumer behavior toward tea, including why people drink tea, how they choose their brands and what makes them re-buy or change brands. The case makes certain propositions around brand loyalty, which Jain had to decode to understand tea consumers in India, how brand loyalty develops and changes over time, and hence, how should he plan his marketing strategy. The case attempts to help students critique traditional definitions of brand loyalty, understand and evaluate the concept from consumers' perspective and highlight its importance in marketing strategy planning by explaining evolution, various types and intensity of brand loyalty.

Expected learning outcomes

The broad objective of the case is to strengthen participants' understanding of brand loyalty concept and also appreciate the importance and role of brands in consumer's life. The case can be used for MBA or executive education in brand management or consumer behavior courses. The specific objectives of this case are to help students appreciate the variations in brand loyalty across consumers and critically assess the traditional definition of loyalty, highlight the connection between the consumer personality and the brand attributes, help them understand how the concept of brand loyalty and brand relationship affects consumers' attitude and behavior, help students understand as to why brand loyalty develops and how it can be maintained and expose students to qualitative unstructured data and give them an experience of using it for managerial use.

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 enclosed.

Details

Emerald Emerging Markets Case Studies, vol. 5 no. 5
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 January 2017

Neal J. Roese and Mohan Kompella

In July 2007, Mark-Hans Richer became Harley-Davidson's first chief marketing officer. Its riders were aging, which the company saw as an existential threat. Although…

Abstract

In July 2007, Mark-Hans Richer became Harley-Davidson's first chief marketing officer. Its riders were aging, which the company saw as an existential threat. Although Harley-Davidson had a record sales year in 2006 and had maintained a commanding share of the heavyweight motorcycle market for the previous decade, it needed to take new action to sustain its growth.

Richer needed to deliver a new generation of riders and a more diverse customer base, all without losing current Harley-Davidson customers. He also knew that he could not relax: the average tenure of a CMO in 2007 was only 27 months and a complete new product development cycle would take a minimum of four years.

After analyzing the case, students should be able to:

  • Recommend marketing decisions for a brand with extremely high loyalty in light of various consumer behavior indicators gleaned from market research

  • Understand the power of leveraging existing assets as opposed to innovating new products

  • Understand the psychological basis of customer loyalty, including drivers and metrics of loyalty

Recommend marketing decisions for a brand with extremely high loyalty in light of various consumer behavior indicators gleaned from market research

Understand the power of leveraging existing assets as opposed to innovating new products

Understand the psychological basis of customer loyalty, including drivers and metrics of loyalty

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: 8 July 2022

Rajesh Kumar Srivastava, Vivek Mendonsa, Harshit Joshi and Tejal Pradhan

The context of the case presents an account of how corporate social responsibility (CSR) initiated by Lawrence & Mayo (L&M), a company dealing in optical frames for 140 years…

Abstract

Learning outcomes

The context of the case presents an account of how corporate social responsibility (CSR) initiated by Lawrence & Mayo (L&M), a company dealing in optical frames for 140 years, helped to build brand equity, image and identity, creating a strategic advantage against competition. The case had a deep-rooted theoretical association with a theory such as the triple bottom line theory (three Ps: profit, people and planet) on CSR. The case helps to understand and clarify the role of CSR in brand equity. It also gives an insight into the value and culture of L&M, and its impact on various stakeholders, namely, employees and customers.

Case overview/synopsis

This case is related to the CSR orientation of L&M and its impact on brand equity. As a brand, L&M is over 140 years old and has a dynamic and trending optics market in India. There is a dilemma in the company around the impact of CSR on brand equity, customer engagement and company goodwill. This case focuses on maintaining and improving brand equity, identity and image through CSR initiatives.

Complexity academic level

Undergraduate and postgraduate students, essential for students focusing on Marketing and CSR disciplines.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 2 May 2017

Nita Paden, M. David Albritton, Jennie Mitchell and Douglas Staples

This case involves the March of Dimes (MOD) Foundation, the “leading nonprofit organization for pregnancy and baby health.” MOD’s mission was to support medical research, organize…

Abstract

Synopsis

This case involves the March of Dimes (MOD) Foundation, the “leading nonprofit organization for pregnancy and baby health.” MOD’s mission was to support medical research, organize volunteer workers, and provide community services and education to save babies’ lives (www.marchofdimes.org). The strategic issue in the case involves creating awareness of both the mission and services of MOD and the critical issue driving that mission – premature births. The organization must create a desire for various target markets to take action in response to the problem. The main protagonist is Doug Staples, Senior Vice President for Marketing and Communications.

Research methodology

Data were collected via personal interviews with the primary protagonists, Doug Staples, and Mike Swenson of the Barkley agency. The MOD provided quantitative Gallup studies they commissioned, as well as documents unveiling the roll-out in the San Jose, CA region. The Barkley Agency provided qualitative data from a study which consisted of eight focus groups conducted in two markets and ten personal interviews. Secondary research was used to provide a support for industry and market data, to supplement organizational facts provided by the MOD, and to identify and link marketing theory to the situations provided in the case. The organization, facts and characters in this case were not disguised. MOD was consulted throughout the case development process.

Relevant courses and levels

This case study is recommended for marketing courses at the undergraduate level. It is most appropriate for marketing management, introductory marketing, or marketing strategy classes. Additionally, this case is a good fit for courses focused upon not-for-profit marketing issues.

Theoretical bases

The strongest opportunities to apply theory using this case relate to branding (see De Chernatony and Dall’Olmo Riley, 1998 for a content analysis of the brand literature). These theories include brand image and personality (Aaker, 1997; Belk, 1998; Grohmann, 2009), brand awareness (Aaker, 2002), brand involvement and customer loyalty (Brakus et al., 2009), brand engagement (Sprott et al., 2009), brand relationships (Breivik and Thorbjornsen, 2008), and brand equity (Aaker, 2002, 2008). Specifically, question 2 addresses brand personality, and questions 3 and 4 explore relationships with the brand such as the emotional power of the brand and brand association. Question 6 focuses on positioning strategy.

Details

The CASE Journal, vol. 13 no. 3
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 20 January 2017

Mohanbir Sawhney, Ashuma Ahluwalia, Yuliya Gab, Kevin Gardiner, Alan Huang, Amit Patel and Pallavi Goodman

Microsoft Office was facing an uphill task in engaging the undergraduate student community. Attracting this audience—the most tech-savvy generation ever—was critical to the future…

Abstract

Microsoft Office was facing an uphill task in engaging the undergraduate student community. Attracting this audience—the most tech-savvy generation ever—was critical to the future of the Microsoft Office franchise. Microsoft's past advertising efforts to reach this audience had proven lackluster, while its key competitors were gradually entrenching themselves among this demographic. Microsoft's challenge was to determine the best tactics that could successfully connect with this audience. The (A) case describes Microsoft's dilemma and briefly addresses what college students mostly care about: managing homework, creating great-looking schoolwork, preparing for the workplace, and collaborating with friends and classmates. It also provides competitive information, chiefly Google's increasing presence in universities and its focus on the higher education market and the growing influence of Facebook among students and its evolution into a productivity tool. The (B) case describes the qualitative research tools that Microsoft used to get a better understanding of college students: day diaries using Twitter, technology diaries using the Internet and smartphones, focus groups, and one-on-one interviews with students. The case helps students understand the value of ethnographic and qualitative research techniques, draw inferences from the data, and subsequently make recommendations. It illustrates how ethnographic and observational studies enrich research by generating deeper consumer insight than traditional methods.

Students will learn: - How online tools in ethnographic and observational research offer new insights not revealed by traditional survey research - How different qualitative market tools are used to collect data, as well as the pros and cons of different ethnographic research techniques - To interpret and synthesize data from qualitative and ethnographic research - How research can influence a firm's marketing and advertising tactics

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: 20 January 2017

Mohanbir Sawhney, Ashuma Ahluwalia, Yuliya Gab, Kevin Gardiner, Alan Huang, Amit Patel and Pallavi Goodman

Microsoft Office was facing an uphill task in engaging the undergraduate student community. Attracting this audience—the most tech-savvy generation ever—was critical to the future…

Abstract

Microsoft Office was facing an uphill task in engaging the undergraduate student community. Attracting this audience—the most tech-savvy generation ever—was critical to the future of the Microsoft Office franchise. Microsoft's past advertising efforts to reach this audience had proven lackluster, while its key competitors were gradually entrenching themselves among this demographic. Microsoft's challenge was to determine the best tactics that could successfully connect with this audience. The (A) case describes Microsoft's dilemma and briefly addresses what college students mostly care about: managing homework, creating great-looking schoolwork, preparing for the workplace, and collaborating with friends and classmates. It also provides competitive information, chiefly Google's increasing presence in universities and its focus on the higher education market and the growing influence of Facebook among students and its evolution into a productivity tool. The (B) case describes the qualitative research tools that Microsoft used to get a better understanding of college students: day diaries using Twitter, technology diaries using the Internet and smartphones, focus groups, and one-on-one interviews with students. The case helps students understand the value of ethnographic and qualitative research techniques, draw inferences from the data, and subsequently make recommendations. It illustrates how ethnographic and observational studies enrich research by generating deeper consumer insight than traditional methods.

Students will learn: - How online tools in ethnographic and observational research offer new insights not revealed by traditional survey research - How different qualitative market tools are used to collect data, as well as the pros and cons of different ethnographic research techniques - To interpret and synthesize data from qualitative and ethnographic research - How research can influence a firm's marketing and advertising tactics

Details

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

Keywords

Abstract

Subject area

Marketing.

Study level/applicability

MBA students.

Case overview

Titan Industries Limited is the world's fifth-largest wristwatch manufacturer and India's leading producer of watches under the Titan, Fastrack, Sonata, Nebula, Raga, Regalia, Octane and Xylys brand names. When a joint venture with Timex came to an end, Titan found themselves without a range of watches for the youth, a growing segment with significant disposable incomes. To serve that segment, they launched a range of “cool” casual watches under the Fastrack from Titan sub-brand in 1998. Sunglasses were also launched but under the Accessories division of the company. In 2003, a decision was taken to combine the watches and sunglasses and spin it off under a new group called “Fastrack and New Brands”. Post this spin-off, Fastrack was launched as a standalone brand with the vision of becoming the most iconic and exciting fashion brand for youth. The overarching strategy was to bring affordable fashion to the youth and bridging the gap between the unorganized market and international brands. The product strategy was to extend the brand rapidly into other accessories such as belts, wallets, bags and wristbands. The brand personality was to be irreverent and comfortable with impropriety. Their communications reflected the brand attitude with edgy advertising. The distribution model adopted was to have their own branded stores. The brand grew from a mere INR30 crores in 2003 to INR770 crores in 2013. As the brand grew largely from moving into adjacent product categories, Fastrack managers were always looking for the next product category to enter and dominate. In 2013-2014, the product category seriously being looked at was two-wheeler helmets – a category dominated largely by the unorganized sector with low quality. The challenge was to take a product category that existed mainly due to safety regulations and turn it into a personal, fashion accessory. Was it a large enough market to penetrate and dominate? Would they be able to change consumer perception of helmets being a necessary evil to being a fashion accessory proudly displayed? Can they change consumer purchase behavior to go shopping for helmets instead ofjust buying the cheapest, comfortable helmet? Would the brand extension into helmets strengthen or dilute brand equity? These were the questions that faced Ronnie Talati, the Chief Marketing Officer.

Expected learning outcomes

Understand how to go about creating a brand strategy when re-launching it as a standalone brand without the support of the corporate umbrella brand; analyze different product markets to enter and how to arrive at a go/no-go decision; comprehend the challenges of extending the brand into different and sometimes unrelated product categories.

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. 5 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 29 November 2019

Nicolas Kervyn, Judith Cavazos Arroyo, Fernando Rey Castillo Villar and Rosa Andrea Gomez Zuñiga

Learning outcomes are as follows: understanding the difference between brand identity and brand image; applying various segmentation tools; understanding the appeal of the…

Abstract

Learning outcomes

Learning outcomes are as follows: understanding the difference between brand identity and brand image; applying various segmentation tools; understanding the appeal of the aspirational brand and its consequence on private and public consumption; exploring the strategic options available to a brand facing a brand appropriation; exploring the pros and cons of opposing a brand appropriation; and developing a plan for the implementation of this strategy.

Case overview/synopsis

This case will help students understand the difference between the brand identity that the brand owners intend and the brand image that consumers actually perceive.

Complexity academic level

This case is designed to be used in marketing management, brand strategy or consumer culture course. Specifically, the case is designed for college seniors or master students with basic strategic marketing training. It should provide the basis of discussions on the topics of brand management, consumer culture, brand portfolio management, international marketing, repositioning strategy, brand architecture, brand equity, brand assets, brand appropriation and consumer relationships with brands.

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. 9 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 23 June 2021

Vibhas Amawate and Madhurima Deb

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…

Abstract

Learning outcomes

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.

Case overview/synopsis

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.

Complexity academic level

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

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

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