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Case study
Publication date: 31 July 2017

What happens “NEXT”?

Girish Taneja

The case has been designed specifically for a Brand Management course. However, it can be used for a basic course in marketing management.

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Abstract

Subject area

The case has been designed specifically for a Brand Management course. However, it can be used for a basic course in marketing management.

Study level/applicability

The case has been developed for the students of MBA or Executive MBA. The case needs to be taught after the students have understood the concepts of the marketing mix, segmentation, targeting and the basics of marketing strategy to ensure effective learning.

Case overview

The case discusses the entrepreneurial journey of Parminder Sandhu. Sandhu initiated an entrepreneurial venture by launching a brand of perfume in India. Parminder, with his business partner Arun, got the idea of using the brand name “Next” from Next Plc store while travelling around in the UK. Subsequently, “Next Care” successfully launched two product lines “Next” and “English Leather” and offered 51 SKUs. “Next Care” became the third highest selling perfume brand firm in India. “Next Care” suffered a setback when one of their factories was raided by “Lacoste” and had to stop production of one brand extension “Nextcare Crocodile” due to the deceptively similar logo. Parminder learned that “Next Plc” was planning to open its stores and may launch the NXT brand of perfumes in India. Sandhu, Mahajan and Wadhawan have been debating whether they should continue with the “Next” brand name.

Expected learning outcomes

The expected learning outcomes are as follows: to appreciate the marketing and legal perspective of a brand name; to introduce the concept of deceptively similar brands and implications of the same on the business; and to understand the process of brand name registration.

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. 7 no. 3
Type: Case Study
DOI: https://doi.org/10.1108/EEMCS-11-2016-0209
ISSN: 2045-0621

Keywords

  • Marketing
  • Brand management/equity
  • International branding
  • Patents/trademarks

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Case study
Publication date: 19 September 2019

Habiba Community: brand management for a family business

Sara Hamed

Marketing and brand management examples used in classes usually revolve around publicly traded corporations. Students are expected to learn how to deal with branding…

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Learning outcomes

Marketing and brand management examples used in classes usually revolve around publicly traded corporations. Students are expected to learn how to deal with branding problems that can arise in new types of organizations as family businesses.

Case overview/synopsis

The case study discusses a brand identity and brand management problem facing the Founder of Habiba Community, Maged El Said. Habiba Community is an initiative focusing on sustainability and giving back to community. Many foundations were established under Habiba Community, such as its beach lodge, organic farm and learning center. The beach lodge and organic farm were more familiar to tourists and visitors than the other established foundations. The organic farm produced many organic products sold nationally and internationally. The founder was now faced with the challenge of whether to create one brand identity for Habiba Community as a whole or to go for separate brand identities for each of its foundations.

Complexity academic level

This case study is developed for students of the bachelor level in marketing and design studies. The case difficulty is regarded as intermediate as it includes new trends and ideas from the field of marketing and branding (as eco-branding and family business branding) and new trends in the tourism service industry (as voluntourism). Courses in which this case study can be used are integrated marketing communication, corporate identity, services marketing and brand management under marketing and graphic design studies. The case study is not designed for earlier courses in marketing and design, as students need to have basic knowledge in marketing and branding beforehand.

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. 2
Type: Case Study
DOI: https://doi.org/10.1108/EEMCS-01-2019-0003
ISSN: 2045-0621

Keywords

  • Brand management/equity
  • Marketing
  • Sustainability
  • Brand image in tourism
  • Marketing communication
  • Branding
  • Brand identity
  • Eco-branding
  • Eco-labelling
  • Family business brand
  • Organic farming
  • Environmental protection
  • Voluntourism

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Case study
Publication date: 16 July 2020

Vis-à-vis: pampering the sophisticated and satisfying the simple

Shu-Hsun Ho, Heng-Hui Wu and Andy Hao

Learning objectives of this case is to understand the hairdressing industry and develop the sub-branding strategy. After reading this case and practicing in class…

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Abstract

Learning outcomes

Learning objectives of this case is to understand the hairdressing industry and develop the sub-branding strategy. After reading this case and practicing in class, students should be able to understand this business and marketing terminology and apply them in the real world. Students will learn the branding strategies: brand extension, brand architecture and brand portfolio. Students will design (DS) the brand name for the new store.

Case overview/synopsis

Case synopsis Mr. Tai-Hua Teng (aka TR) was a hair artist and opened his first hair salon, vis-à-vis (VS), in 1989 using a high-end positioning strategy. VS focused on offering superb and diverse services to keep ahead of the competition rather than trying to undercut prices. VS hair salon had a solid foundation based mainly on the elite, celebrities and high-salary customers. In 2017, TR owned 16 stores (including one in Canada and two intern salons), 1 academy, 265 employees and 3 brand names. The three brand names were VS, DS and concept (CC). DS and CC were less known to the public, so now these two brands had been carried the parent name and were known as VS DS and VS CC. Quick cut hairdressing businesses were thriving because customers needed quick and cheap hairdressing services. Acknowledging the benefits of entering the highly competitive quick haircut market, TR began to contemplate the new brand name and services to offer. VS had adopted the brand house strategy but TR wondered if it was better to have an individual brand name when entering the quick haircut market. The sub-branding strategy carried the established quality assurance of VS but there was possible brand overlap. An individual new brand name might lack the well-established values from VS but it also showed the potential to reach different segments of customers. TR’s decision to make: a branded house or hybrid? This case showed a high-end hair salon facing the need for simplicity in the market and considered how to expand its business to the lower-end market. Keywords: hairdressing, brand extension and sub-branding strategy.

Complexity academic level

Level of difficulty: easy/middle level to undergraduate courses specific prerequisites: it is not necessary for students to prepare or read any marketing theory or chapters of the textbook. However, it would help a more in-depth discussion if students know the CCs of brand architecture, brand portfolio, brand extension and line extension.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 2
Type: Case Study
DOI: https://doi.org/10.1108/EEMCS-07-2019-0179
ISSN: 2045-0621

Keywords

  • Marketing
  • Brand management/equity
  • Service management

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Case study
Publication date: 14 February 2020

Advertising or branding: it is different

Mohit Jain and Ritu Srivastava

Teaching Notes are available for educators only.

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Abstract

Supplementary materials

Teaching Notes are available for educators only.

Learning outcomes

The learning outcomes are as follows: to understand the linkage between brand development and advertising/marketing communications plan; and to understand the critical role of branding for organizations and its clients against competition in a business-to-business environment.

Case overview/synopsis

The case presents a very dilemma faced by firms such as Bharat Oil Company in developing economies such as India. The public sector entities in India have always enjoyed state-vested power, authority and control. Employees in the organizations lack the appreciation for concepts such as branding and marketing communications. It is a similar situation with the case protagonist Deepak Dixit. The company has completed its first phase of marketing communications/advertising exercise for Prosell, the petrochemical brand. Deepak’s boss Aakash wants Deepak to prepare the marketing communications plan for the second phase of Prosell. Deepak’s meeting with the customers and line managers left him perturbed about the success of the first phase of brand Prosell. The case ends at a point where Deepak has to come up with a branding and marketing communications plan rather than an advertising plan. Research methods: this case is based on data gathered from primary interviews with the case protagonist (name disguised), five line managers and eleven actual business customers of the Bharat Oil Company. Secondary data has been collected from published reports and company website. The name of the company has been disguised.

Complexity academic level

Postgraduate, Executive, Undergraduate.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 1
Type: Case Study
DOI: https://doi.org/10.1108/EEMCS-04-2019-0086
ISSN: 2045-0621

Keywords

  • Marketing
  • Market orientation/positioning
  • B2B marketing
  • Advertising
  • Brand management/equity

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Case study
Publication date: 22 June 2017

Peri-Peri Original: the expansion decision in Pakistan

Muhammad Kashif, Michela Mingione and Muhammad Fawad Noori

Marketing of Services, Brand Management.

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Abstract

Subject area

Marketing of Services, Brand Management.

Study level/applicability

Graduate (MBA), Services Marketing Course.

Case overview

The case highlights growth challenges faced by a fast food brand named Peri-Peri Original in a developing country context of Pakistan. The major presence of the brand is in two major cities of Pakistan – Karachi and Lahore where mostly youth and families are the target markets of this brand. However, there is no unique element in the minds of the target market because the brand faces a differentiation challenge in the realm of strong global competition from McDonald’s and Kentucky Fried Chicken (KFC). The management team at Peri-Peri has several environmental challenges to face as well. Internally, the brand is confused with its close competitor Nando’s as people perceive these two brands as the same. Second, there is growing concern among social activist groups and families in Pakistan that fast food consumption is causing diabetes, cardiovascular diseases and obesity among children. On the contrary, the global fast food chains especially McDonald’s and KFC are on top of the mind in the consideration set. With these challenges and concerns in mind, the brand team has two options on the table. One is to geographically extend the brand to other cities whereas the other option is to use the same outlets and dedicate a portion to the kids’ market segment to increase product variety and ultimately the store traffic. It is noticeable that the brand has a reputation of excellence in service quality; the employees are motivated and Peri-Peri have retained their staff over a period of time. Furthermore, the brand is a small scale restaurant with only limited budget and focused product mix which is its core spirit of branding – the chicken grilled in Mozambican sauces and a service attitude which no one can demonstrate; in a way, Peri-Peri is approaching to grow its brand equity.

Expected learning outcomes

To understand the brand positioning of developing countries’ organizations facing a growth challenge in a service environment. To understand the concept and application of Services Tangibility spectrum. To understand the decision-making process managers have to face when dealing with brand extension decisions.

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. 7 no. 2
Type: Case Study
DOI: https://doi.org/10.1108/EEMCS-02-2016-0017
ISSN: 2045-0621

Keywords

  • Services marketing
  • Corporate growth
  • Brand management/equity

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Case study
Publication date: 18 October 2016

Private label outsourcing at MegaTex – necessity, accessory or a parasite?

Sushil S. Chaurasia and Rani Poojitha Devi Kolati

The subject area is marketing strategy.

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Abstract

Subject area

The subject area is marketing strategy.

Study level/applicability

The case is well suited for MBA and executive MBA class on retailing management, strategic management, marketing strategy and brand management.

Case overview

Retailers see private label as a strategic weapon against brand manufacturer to increase store profitability, but looking at the private label from brand manufacturer’s perspective, determinants and strategic choices are even more complex than that of a retailer. The case is about MegaTex Ltd.’s strategic call for private label production opportunity by Maximus Fashion and Retail Limited. The case discusses the dilemma of MegaTex for manufacturing private label in spite of having their own brand in competition. The case compels to drive strategic questions such as in what circumstances brand manufacturers should concentrate on manufacturing their own brand or should they concentrate on both private label and their brand? Or, as an alternative, should they purely dedicate themselves in manufacturing private label and stop manufacturing their own brand?

Expected learning outcomes

Participants will be able to understand the concept and economics of private label. Participants will be able to understand the determinants and strategic choices for private label from retailer’s and manufacturer’s perspective. Participants will be able to understand the rationale for which brand manufacturer opts for manufacturing private label in spite of having its own brand in competition. Participants will be able to identify the situations under which a brand manufacturer should concentrate on manufacturing his/her own brand or both private label and his/her brand.

Supplementary materials

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

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 6 no. 3
Type: Case Study
DOI: https://doi.org/10.1108/EEMCS-03-2016-0045
ISSN: 2045-0621

Keywords

  • Marketing
  • Retailing
  • Strategic management/planning
  • Marketing strategy/methods
  • Brand management/equity
  • Outsourcing/subcontracting

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Case study
Publication date: 7 February 2018

Indomie Noodles in Africa: lessons on digital and cultural branding

Uchenna Uzo and Louis Nzegwu

Marketing, Brand management, Social media marketing, Digital marketing.

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Abstract

Subject area

Marketing, Brand management, Social media marketing, Digital marketing.

Study level/applicability

The case can be taught in MBA courses and executive education programs.

Case overview

Dufil Prima Limited is the manufacturer of Indomie noodles and a market leader in the noodles market of Nigeria that exports products to Congo, Ivory Coast, Ghana and Benin Republic. However, the company has experienced a drop in the market share from 78 per cent in 2010 to 54 per cent in 2015. This drop is largely due to rising competition, Nigeria’s economic downturn and the inability to grow a consumer base in Northern Nigeria. Kenneth Iruonagbe, a social media executive of the company, is responsible for developing a social media and digital marketing strategy for the company to increase the market share position by 16 per cent in the next three years. Kenneth is convinced that a growth in the Northern Nigeria market share is critical for improving the market position in the entire country and facilitating the market penetration in the other four countries. A number of options are being considered to address the current problem. Because of the sharp differences in the consumption habits, cultural values and lifestyles of consumers of noodles in the northern and southern parts of Nigeria, the options may be difficult to implement. Dufil needs to engage in the delicate task of crafting a social media and digital marketing strategy that will be consistent with the values of the Indomie brand and yet prevent the risk of brand confusion and alienation on the part of consumers. The company has one month to roll out its plan.

Expected learning outcomes

Highlight how cultural branding through social media applies to consumer markets in Africa Explain the fundamentals of brand building and also introduce the concepts of integrated marketing communication, below-the-line, above-the-line, social media and digital marketing. Explain how social media and digital marketing could be used to move consumers from brand awareness to brand loyalty. Explain how to craft social media and digital marketing strategies that are relevant to countries facing an economic downturn. Highlight the lessons from internationalizing a brand across various African countries.

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. 8 no. 1
Type: Case Study
DOI: https://doi.org/10.1108/EEMCS-03-2017-0048
ISSN: 2045-0621

Keywords

  • Marketing
  • Brand management/equity
  • Social media strategy

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Case study
Publication date: 5 September 2017

“Tata i-Shakti” to “Tata Sampann”: rebranding or repositioning?

Geetika Varshneya and Gopal Das

Marketing.

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Abstract

Subject area

Marketing.

Study level/applicability

This case may be used by instructors to teach undergraduate, post graduate and executive level programmes in management. It may be used in basic marketing, branding or marketing strategy courses. The case may serve as a platform for the instructor to discuss the concepts and issues related to positioning and repositioning.

Case overview

Tata Chemicals, a subsidiary of the Tata group, launched the “i-Shakti” brand six years ago for its low-cost “solar-evaporated” salt for rural customers. In 2010, the company extended the brand equity of i-Shakti to a premium segment and launched a new brand “Tata i-Shakti” with a range of unpolished pulses. Changing the brand name and customer base from “i-Shakti for rural market” to “Tata i-Shakti for premium market” created a dilemma among customers in the market. To overcome this problem, in October 2015, the company’s portfolio of pulses, gram flour and food grade soda under “Tata i-Shakti” label has migrated into a new brand “Tata Sampann”. The company also launched a range of spices under the brand name of “Tata Sampann”. This new brand “Tata Sampann” was launched to serve the premium segment with an aim to “enrich everyday meals with extra nutrition and extra joy”. Also, this brand recreation was made by the company with anticipation to make avenues for future launches in the staples and food segment under Tata’s consumer products business. It has been almost a year since Tata Sampann was launched in the market. Given the tough competition and expected growth of the spices market in India, it remained to be seen whether “Tata i-Shakti” was rightly rebranded or repositioned with “Tata Sampann”.

Expected learning outcomes

To make participants understand the basic concepts of branding such as umbrella branding, brand repositioning and rebranding. To make participants learn about various brand elements and how they contribute in communicating the value proposition of the brand. To make participants appreciate various marketing and brand related strategies.

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. 7 no. 4
Type: Case Study
DOI: https://doi.org/10.1108/EEMCS-09-2016-0191
ISSN: 2045-0621

Keywords

  • Strategy
  • Marketing strategy/methods
  • Brand management/equity

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Case study
Publication date: 13 December 2019

Applying marketing conventions on pharmaceutical generics: an analysis of Starpram brand from Maple Pharmaceuticals

Shoaib M. Farooq Padela, Jawaid Ahmed Qureshi and Salman Bashir

Learning outcomes (objectives and outcomes) are as follows: to understand the brand positioning, brand building and category extension decisions of a pharmaceutical brand…

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Abstract

Learning outcomes

Learning outcomes (objectives and outcomes) are as follows: to understand the brand positioning, brand building and category extension decisions of a pharmaceutical brand (operative in one of the most competitive and regulated industries in a developing country); to analyze the outcomes of decisions pertaining strategic sales, branding, marketing and strategic restructuring to overcome the challenges of growth; and to design strategic solutions for developing brand equity.

Case overview/synopsis

This case explores the strategy of launching and establishing a pharmaceutical brand in an industry that tends to be a highly technical and the most regulated industry. It depicts market research data, industry analysis, stiff competition and regulatory affairs, and elaborates various strategic decisions taken by the company. The primary data for the case is accumulated through in-depth interviews from six industry experts on pharma marketing who were well acquainted with Maple Pharma and secondary data is gleaned from substantive literature. Maple Pharmaceuticals launched Starpram, a high-growth, high-potential generic antidepressant brand (in the central nervous system category) containing Escitalopram molecule/chemical. It had expertise cum competitive advantage in cardiovascular and anti-diabetic streams, but such initiative appeared category extension, with the intention to diversify risk and expand the company to achieve greater economies of scale. The first year sales revenue for Starpram appeared too bleak to spur further product inaugurations. Consequently, strategic overhaul transpired to establish the brand in the highly fragmented pharmaceutical industry. The firm lacked experience in anti-depressants category, coupled with poor sales, marketing mix and overall marketing strategy. Eventually, the management exercised strategic restructuring to establish brand equity and observed growth.

Complexity academic level

Study levels/Applicability graduate (MBA), MS, PhD (management sciences).

Supplementary materials

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

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 9 no. 4
Type: Case Study
DOI: https://doi.org/10.1108/EEMCS-11-2019-0294
ISSN: 2045-0621

Keywords

  • Pharmaceutical marketing
  • Marketing conventions and strategy
  • Brand-building
  • Strategic restructuring
  • Marketing
  • Strategy
  • Brand management/equity

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Case study
Publication date: 20 August 2018

Amazon India’s “Apni Dukaan”: branding strategy

Neetu Yadav and Mahim Sagar

Brand Management, Branding Strategy, Strategic Management.

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Abstract

Subject area

Brand Management, Branding Strategy, Strategic Management.

Study level/applicability

The case study is suitable for postgraduate management programs, such as MBA, Executive MBA and executive development programs.

Case overview

This case study provides a detailed analysis of Amazon India’s branding strategy by way of analyzing popular branding campaigns such as “Try to kar”, “Aur Dikhao”, “Kya Pehnu” and “Apni Dukaan” that enabled the global brand to reach to the masses of Tier-II and Tier-III cities in India. Facing fierce competition from existing market leaders such as Flipkart and Snapdeal, Amazon India strategizes to attract Indian consumers by rightly capturing their behavior in terms of demanding “highest power of options”, “fashion choices”, “originality” and “trust” with its local flavored advertisement campaigns enabling it to create a “trusted, reliable and local” brand identity. With the help of sufficient data and numbers about the industry, company and competitors, the analysis presents a clear picture of the current status of Amazon in the Indian e-commerce space and leaves the readers with food for thought concerning whether this “culture-specific” branding strategy will enable Amazon to become the number one choice for Indian online shoppers in the near future.

Expected learning outcomes

This case study helps students to understand how global MNCs use unique branding strategies to capture mass-markets in e-commerce business, the role of culture-specific aspects in developing differentiation strategies and the role of local flavors in branding strategies and internationalization.

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. 8 no. 3
Type: Case Study
DOI: https://doi.org/10.1108/EEMCS-09-2017-0230
ISSN: 2045-0621

Keywords

  • Marketing
  • Brand management/equity
  • Strategic management/planning

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