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Abstract

Subject area

Strategic Management.

Study level/applicability

MBA, Executive MBA.

Case overview

This case deals with Harsh Mariwalla’s struggle to develop an innovative company from scratch. The journey of innovation is not an easy one. Marico was forced to compete with multinationals in many markets where it operated. Constant pressure from rivals has made the company develop a new innovative business model, which is expected to generate profitability and sustainable competitive advantage.

Expected learning outcomes

Students will be able to appreciate the business models, understand the competitive moves by rivals, understand strategy formulation and implementation, understand product innovation and competitive advantage and understand the ability to tackle competition with innovation.

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. 8 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 10 June 2016

Saima Husain, Kanza Naheed and Mahrukh Isa

This case has been written after extensive field research. It is designed specifically for the International Marketing course. However, it can be used in Brand Management…

Abstract

Subject area

This case has been written after extensive field research. It is designed specifically for the International Marketing course. However, it can be used in Brand Management, Consumer Behavior and Marketing Management courses as well.

Study level/applicability

Final-year BBA students or first-year MBA students.

Case overview

Although introduced in Pakistan in 1999, Veet, a personal hygiene brand, has failed to realize its potential even after a decade. Pakistan is a conservative society and women feel embarrassed buying hair-removing creams. Humayun Farooq, the new brand manager, is at a crossroad; he believes in giving the brand a bold take-off by using fashion as a platform, whereas both top management and his assistant brand manager are skeptical of his proposition, as they see it as risky. His decision is critical, as there is pressure to strike a balance between global standardization and local cultural norms.

Expected learning outcomes

The students will be able to: understand how global brands need to conceptualize and implement local brand strategies, given the different market challenges; and apply key theoretical concepts in International Marketing such as cultural product adaptation.

Supplementary materials

Instructors must ask the students to study the following before discussing the case in class. For the on-air 2009 advertisement of Veet in Pakistan, visit: www.youtube.com/watch?v=8Va9bA-ebqE. Although the case sheds light on the relevant Pakistani cultural and religious norms, students may further research and study the Pakistani culture. Nijssen, E.J. and Douglas, S.P. (2011). “World World-mindedness and attitudes toward product positioning in advertising: an examination of global versus foreign versus local positioning”, Journal of International Marketing, Vol. 19 No. 3, pp. 113-133. Shivkumar, H. (2006), Managing global brand advertising, World Advertising Research Centre.

Subject code

CSS 8: Marketing

Details

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

Keywords

Case study
Publication date: 24 June 2019

Alexander Chernev and Vasilia Kilibarda

This case features an entrepreneur striving to rapidly grow a successful chain of hair salons that serve women with afro hair. After doubling from 13 to 26 salons across Brazil in…

Abstract

This case features an entrepreneur striving to rapidly grow a successful chain of hair salons that serve women with afro hair. After doubling from 13 to 26 salons across Brazil in 2014, the founders' expansion plan called for 120 Beleza Natural salons and R$1 billion in sales by 2018. CEO and cofounder Leila Velez is considering various fundamental marketing strategies to catalyze growth: Should Beleza launch a new mass-media campaign, increase promotional discounts, expand its target market to serve men, broaden its service offerings, streamline processes to reduce wait times, expand distribution channels, or franchise? Students assume the role of Velez and are asked to recommend which growth strategy would be their top priority. In doing so, they are required to evaluate how these strategies pertain to the company's business model and value proposition. They are also challenged to consider what a brand is and what makes a strong service brand in order to verify if their strategies are consistent with Beleza's brand. The teaching note outlines a framework for developing or evaluating a business model as well as developing strategies for managing growth. The case is accompanied by a series of video interviews with Velez that support case preparation, in-class discussion, and key learning points.

Case study
Publication date: 27 November 2023

Meenal Kaustubh Pendse and Shailesh Pandey

After completion of the case study, the students will be able to examine the service failures faced by Nykaa; propose a resolution to the service failures faced by Nykaa through…

Abstract

Learning outcomes

After completion of the case study, the students will be able to examine the service failures faced by Nykaa; propose a resolution to the service failures faced by Nykaa through service recovery strategies; analyse the service quality gaps faced by Nykaa and propose strategies to bridge the gaps; learn and comprehend more about business models in e-commerce; and evaluate the e-commerce business models for deciding the best fit for Nykaa.

Case overview/synopsis

“Nykaa” was the brainchild of Falguni Nayar, who was an IIM alumna and had worked with the Kotak Mahindra Group for nearly 20 years as a venture investor and merchant banker. After representing the group’s global operation in the UK and the USA, she became the head of the institutional equities division. In 2005, she was the Managing Director of Kotak Mahindra Bank’s project. Nayar had reached the pinnacle of her career, but something was troubling her. In 2012 when Nayar noticed anomalies in India’s beauty and personal care market, her goals were realised. Unlike in other nations such as Japan or France, the availability of beauty products in India was limited, despite significant demand, owing to product unavailability in many areas. Nayar founded “Nykaa”, an online portal for multi-beauty, personal care and well-being items that also later branched out into fashion. However, after 10 years of its establishment, Nykaa was facing challenges regarding services outages, casting doubts over Nykaa’s business model practiced by it for the past 10 years.

Complexity academic level

This case is intended for discussion in the undergraduate, postgraduate management courses and executive MBA courses with marketing specialisation, services marketing and strategic marketing.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 24 July 2023

Rituparna Basu and Neena Sondhi

By working through the case and assignment questions, students will be able to conduct a marketing environmental analysis to aid strategic decisions; analyse the first-mover…

Abstract

Learning outcomes

By working through the case and assignment questions, students will be able to conduct a marketing environmental analysis to aid strategic decisions; analyse the first-mover advantages of a retail firm and how these can be sustained; comprehend online retail business models and the challenges therein; understand the trade-offs of online/offline retail experiences specific to an emerging market’s beauty and personal care sector; conceptualize and formulate actionable growth strategies that balance the individual and collective requirements of brick and mortar and retail e-commerce environments.

Case overview/synopsis

The case is set in 2022, right after Nykaa – the pioneer of beauty and wellness e-commerce platforms in India makes a blockbuster stock market debut in 2021. Starting in 2012 with a disruptive online model for selling beauty and wellness products online in India, Nykaa had come a long way with expansions in physical retail and other segments such as fashion. The firm, which initially aimed to be a virtual store, is now thinking of aggressively expanding in the brick-and-mortar retail space as it opens its 85th retail outlet.

Falguni S. Nayar, founder and CEO of Nykaa, wanted to roll out 300 physical stores targeting 100 cities in India in the next couple of years. She aspired to establish Nykaa as a category leader as the “Indian Sephora” in the beauty and personal care market. Nykaa’s first-mover advantage in the online beauty and personal care marketplace worked well to establish it as a brand with positive endorsements by digital shoppers that enhanced the investment potential with potential financiers. However, the pandemic had brought every physical retailer to the online platform. Most e-commerce platforms dealing in grocery to lifestyle had added personal care products to their existing merchandise.

Additionally, several start-ups had ventured into the online marketplace. Online was a cluttered marketplace with little to no differentiation. In this bloodbath, would the first-mover advantage for Nykaa in the online space still count as a competitive advantage? Nayar was all set to expand Nykaa’s physical presence aggressively. The concern was that the beauty and personal care segment had also moved online as a function of long stay-at-home periods. In the post-pandemic times, would the customer indeed revert to brick and mortar once again? Nykaa was also into product formulations, but so was every big and small player in the space. What was the differentiated winning formula for the consumer’s heart and mind?

Complexity academic level

The case can be effectively used in foundation courses in marketing and a wide range of specialized courses on marketing management (core/foundation course), retail marketing and e-commerce/digital marketing and e-commerce for B-school learners. The complex decision points faced by an innovative e-commerce start-up firm on its road to market expansion make the case suitable for niche courses such as Marketing for Start-ups. Moreover, learners in executive MBA programs with considerable experience can benefit from the case analysis that balances a growing retail company’s long- and short-run objectives.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 December 2006

Fran Piezzo, Barry Armandi and Herbert Sherman

An employee&s husband made violent threats to the store manager of a Las Vegas shop specializing in skin care, makeup, fragrance, and hair care products of an international…

Abstract

An employee&s husband made violent threats to the store manager of a Las Vegas shop specializing in skin care, makeup, fragrance, and hair care products of an international company. The manager wanted the employee terminated. The employee confessed that her husband also threatened her. The employee's personnel file contained no performance problems, but the store manager admitted that she had kept a separate file with such documentation. The Executive Director and the Director of Human Resource Management wondered what they should do.

Details

The CASE Journal, vol. 3 no. 1
Type: Case Study
ISSN: 1544-9106

Case study
Publication date: 7 February 2019

Caroline E. Glackin

The central issue in the case is opportunity identification and decision making. While the literature on direct selling is limited, much has been written about ideation…

Abstract

Theoretical basis

The central issue in the case is opportunity identification and decision making. While the literature on direct selling is limited, much has been written about ideation, effectuation, causality and opportunity identification and assessment. Scholars of entrepreneurship debate whether entrepreneurial opportunities are identified and assessed primarily through effectuation or causation.

Research methodology

This case is based upon a combination of interviews with the protagonist, her staff and secondary research.

Case overview/synopsis

This case explores the opportunity identification, assessment and decision making of an energetic, African American, female founder and CEO in the rarely-researched direct selling channel. Dr Traci Lynn Burton founded her company at 24 with an investment of $200. In 2008, in its second incarnation, Traci Lynn Jewelry became a direct selling company and has taken bold steps. By 2018, the company was a direct selling leader and was preparing to launch a new product line. The case supports undergraduate students in understanding effectuation and causation, opportunity identification and assessment, and direct selling.

Complexity academic level

This case is primarily for upper division undergraduates. It is suitable for courses in entrepreneurial strategy, entrepreneurial marketing, general entrepreneurship emphasizing opportunity identification, opportunity assessment and/or effectuation.

Case study
Publication date: 11 April 2020

Shikha Singh and Shweta Mittal

The case helps to understand: the working mechanisms of a digitized salon service, with a focus on the lower- and middle-income strata. The changing scenario of the service…

Abstract

Learning outcomes

The case helps to understand: the working mechanisms of a digitized salon service, with a focus on the lower- and middle-income strata. The changing scenario of the service marketing model, with the growth in digital service models. To investigate the organisational challenges of a digitally facilitated/based start-up and find solutions to overcome the challenges.

Case overview/synopsis

“Yes Madam”-salon at home was a business enterprise, providing beauty and wellness services at the doorstep through a mobile application and web-based platform. The case describes the reason for opening the doorstep beauty services, its revenue model and aims to provide quality services to lower- and middle-income strata. The case will help students to understand the working mechanism of digitized salon services and associated challenges; prominent ones being attracting, selecting and retaining the beauticians and providing the standardised services. The case has examined the low-price services for the consumers delivered by the company. The case also discussed their plans for diversification and penetration into the untapped markets.

Complexity academic level

Graduates and postgraduates.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 3 November 2020

Muravskii Daniil, Muravskaia Snezhana, Romanova Elena and Kudinova Valeria

This study enables to critically assess: what constitutes the consequences of a financial crisis to a multi-national enterprise operating in the emerging market of Russia; the…

Abstract

Learning outcomes

This study enables to critically assess: what constitutes the consequences of a financial crisis to a multi-national enterprise operating in the emerging market of Russia; the decision-making processes behind crisis management and the corresponding search for informational grounds to be used as decision justification; and the role of sustainable development in times of crisis.

Case overview/synopsis

During the 2014–2015 financial crisis in Russia, L’Oréal Russia managed to increase growth by 7%–15%, strengthening its place as the market leader in the country. First, the case illustrates the way Antonio, the General Manager of L’Oréal Russia, had successfully approached this situation by learning from the shortcomings of the company’s strategy during the 2007–2008 crisis and deciding to take a proactive position concerning stakeholders. Then, upon recalling his success story, Antonio suddenly found himself at the dawn of yet another crisis caused simultaneously by the COVID-19 outbreak and oil prices drop. In the face of uncertainty regarding the applicability of prior crisis management strategy for the new economic and social reality of Russia, Antonio was worried about whether the company would be able to achieve the 2020 sustainable development goals of L’Oréal by the end of the year. The case dilemma involves choices Antonio faced during mid-March 2020 about strategy formulation based on an adjustment to the expected consumer behavior patterns and possible need to rethink sustainable development goals priority.

Complexity academic level

This case is appropriate for an undergraduate or graduate-level program curriculum for courses dedicated to or including topics related to crisis management, doing business in emerging markets, corporate social responsibility and consumer behavior. Before engaging with the case, the students should be aware of basic management- and economics-related concepts and terms, such as strategy, sustainable development, CSR and economic crisis.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 December 2023

Abhinav Bakshi and Akshaya Vijayalakshmi

Emami is facing the heat from activist-consumers as well as its competitors. Competitors have renamed their cosmetic products by dropping the controversial word ‘fair.’ This was…

Abstract

Emami is facing the heat from activist-consumers as well as its competitors. Competitors have renamed their cosmetic products by dropping the controversial word ‘fair.’ This was in response to the Black Lives Movement that erupted in the United States in May 2020. However, the movement against fairness is somewhat muted in India and is mostly occurring amongst urban, highly educated, younger cohort who are unlikely to be the users of the product anyway. The significant consumer base yearns for fairness and is willing to spend money on products which help them achieve the same. In such a scenario, how should Emami respond to competitor actions and consumer-activist pressure?

The case provides an opportunity to discuss the significance of the brand name, role of advertising and gender stereotypes.

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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