Search results

International marketing/export marketing.

This case is appropriate for discussion in courses such as international marketing and export marketing of post graduate studies in management. The case can also be used for management development programmes concerning practising managers.

The case is based on export marketing strategy with special focus on developing strong buyer (customer) relationships and the associated challenges of a trading company, The Handicrafts and Handlooms Exports Corporation of India Ltd (HHEC). The corporation primarily engages in export of handlooms and handicraft products from India. Since 2005-06 the corporation has been incurring losses and it was only in 2010-11 that the corporation has registered a positive net profit.

To understand the appropriate strategies for buyer retention; to understand appropriate promotion strategies of non-essential items like handicraft, handloom and carpets; and to help students in making decisions for export marketing like understanding product characteristic, development of samples, procurement of products, vendor management, and pricing decisions.

Teaching notes.

This case illustrates the differences between customers and the occasions when conditions change and buyer-seller relationships fail. The key issue is to find ways to anticipate this problem with other clients.

It may be used in second-year courses of MBA marketing programs as well as in specific executive education programs dealing with key account management (KAM) systems, business strategy, industrial marketing and/or sales management courses. This case can also be used at undergraduate programs and courses dealing with sales, sales management, international business, and organizational behavior.

In 2003, after Carlos Etcheverry joined San Antonio (SA) as Latin American Region Vice President, the company implanted a KAM System. SA's relationships with its two key clients, Vintage and Chevron, seemed to progress nicely until mid 2004, when Chevron's newly hired Purchasing Manager decided to change the company's commercial structure, rendering its purchasing process more bureaucratic and extremely competitive. In March 2005, Etcheverry was to meet Chevron's purchasing manager, since Chevron had decided to reassign a service contract through a new invitation to bid, leaving San Antonio out. The case puts forth the questions faced by Etcheverry at the time of the meeting: How had San Antonio come to jeopardize a key account? Would SA's organization need a change? Was this the only solution available? What other factors should be considered?

This case may help students to: understand the complexity of key account management (KAM) system implementation, sales force concepts and business-to-business relationships; and analyze the difficulties faced by companies upon implementing a change in their sales strategies and the effects of this change on the sales force, corporate culture and the organization as a whole management system.

Teaching notes and a Technical note are available; also access to audio visual support with an interview to Carlos Etcheverry.

Marketing-managing customer relationship, market positioning, target marketing, product strategy, distribution, retailing and supply chain management, integrated marketing communications.

Undergraduate and graduate students in international marketing; business administration; strategic decision making and general management courses.

The case study focuses on the current scenario within the Indian automotive lubricants industry, in order to provide an understanding of the marketing challenges, especially in retailing and distribution, faced by organisations within this highly competitive sector. The case examines the implementation of marketing strategies into practice and provides an insight into the importance of branding, market segmentation, market positioning, product and pricing strategies and customer relationship management (CRM).

The case study enables the students to understand and analyse: the current business environment and dynamics of emergence in the Indian automotive lubricants market; the critical success factors for doing business in the Indian automotive lubricants market and the associated opportunities and challenges; the importance of distribution and retailing strategies in the Indian context; Izo's growth and expansion strategy in India; and Izo's sales management and CRM systems and there importance to the success of the business.

Teaching note.

After the completion of this case study, students will be able to understand the importance of being close to local people when embarking on social business; understand that clear purpose and good decision-making can lead to great outcomes; and learn that innovation is crucial to ensure sustainability of both business and impact.

The case highlights the journey of Laiterie du Berger (LDB), a social enterprise in the agribusiness industry and the challenges faced as it expands and innovates. LDB’s roots lie in its commitment to social impact, aiming to uplift the Fulani livestock farmers and address socioeconomic issues. The company’s business model prioritizes people over profits, focusing on sustainable development and poverty alleviation. The LDB case showcases the challenges and opportunities in the agribusiness industry. LDB’s commitment to social impact, demonstrated through its support for farmers and sustainable farming practices, has been integral to its success. As the company expands and innovates, it faces critical decisions that require balancing financial growth with social responsibility. By embracing development, innovation and collaboration, LDB can continue to be a catalyst for positive change in the agribusiness industry while staying true to its roots and the principles that have defined its journey.

This case study is designed for bachelor’s and master’s degree students in the field of entrepreneurship and innovation, as well as MBA students. The case focuses on social entrepreneurship with the example of an agribusiness company located in Senegal, prioritizing social impact and quality of life. The case study explores the dynamics of the sector, including expansion strategy, innovation initiatives and the dilemma of balancing social mission and profit that social entrepreneurs may be facing. By analyzing this real-world situation of LDB, students will have the opportunity to enhance their decision-making skills.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship

The case focuses on the importance of the brand-building process, which takes place in B2B companies. Commodity companies focus a lot on the sales and distribution aspect of their marketing strategies but do not emphasize the importance of developing their brands. At the end of the discussion, the participants would be able: to examine the steps involved in conceptualizing the brand identity for an existing product in a highly competitive B2B market, as per Kapferer’s Brand Identity Matrix. To understand the steps involved in the journey of internal and external brand-building processes in B2B. To analyze the various challenges and issues faced by large organizations dealing in the metals and commodity business.

The case discusses a marketing challenge faced by Jindal Steel and Power Limited (JSPL) in launching a new brand of thermomechanical treatment (TMT) products in the market. Traditionally, the company had focused on the sales and distribution aspect of their marketing strategies but did not emphasize the importance of developing their brands. This case is based upon the challenges faced in the creation of a new brand identity for JSPL’s TMT products by the protagonist, Mr Paras Sharma (who is the brand custodian and manager in this case).

Postgraduate/Masters in Business Administration (MBA), Masters in Management Studies, Executive MBA.

Teaching Notes are available for educators only.

CSS 8: Marketing.

Contracts term of commercial sale of goods have a ‘title retention clause’, preventing the transfer of ownership till the seller is fully paid. The unpaid seller gets the right to repossess the goods from the buyer. Exigencies of businesses have led to introduction of further clauses allowing the buyer to use or sub-sell the goods even before the transfer of ownership. The United Kingdom Court of Appeal judgment in the Caterpillar Case brings out the effects of the contradictions of a title retention clause qualified by the right of the buyer to use or sub-sell.

Bangkok beer & beverages: in pursuit of growth.

Entrepreneurship, Strategic management, Importer/Distributor, Marketing, Environmental forces, Wine, Thailand.

Senior undergraduate or graduate MBA students taking a course in entrepreneurship, strategic management, marketing or small business management.

Bangkok Beer & Beverages (BB&B) Company is an importer, distributor and marketer of premium spirits and wines in Thailand. The case takes place in April 2007, after the public announcement of BB&B's distribution agreement with Fosters Group of Australia to distribute the Group's Penfolds brand throughout Thailand. Coinciding with this milestone of BB&B is the rising interest in wine and the announcement by the Thailand Government to impose stricter regulations for the distribution and promotion of alcoholic beverages to curb consumption in response to demands made by several public interest groups. Within this backdrop, Pongchalerm Chalermsaphayakorn, co-founder and CEO of BB&B, was working with a team to consider future opportunities to pursue for sustainable long-term growth.

This case problem can be used to increase students' understanding of: how an entrepreneurial firm attempts to build/develop organizational capability; how decision-makers should assess the impact of, and respond to, the threat of significant and uncontrollable changes to the business macroenvironment; a firm's market position and the identification of strategic groups in an industry; and evaluating different growth opportunities and the implications on a firm's mission.

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

All business-to-business contracts have now come to be done on standard contract terms. Every company has its General Conditions of Contract on which it would deal with its customers. Business parties negotiate, converge and do business with each other. However, if a dispute arises, both the parties claim that there is a contract between them. And each party also claims that the contract is on its terms. The claim is important, for each party sets terms favourable to itself. This is called the ‘battle of forms’. The Butler Machine Tool Case of the Court of Appeal explores the rules of this battle.

Appreciate changing contours of business to business (B2B) purchase and how sellers should adapt their selling style and promotions.

In the past two decades, imaging Goa (IG) and Azim Shaikh had weathered many business crises. However, as the COVID 19 pandemic unfolded, he became aware of critical fault lines in his B2B selling model. IG offered customised digital display solutions, but its primary source of revenue was B2B selling of interactive flat panel display (IFPD) devices. It, respectively, controlled about 35% and 3% of the market share of IFPD sales, respectively, in Goa and western India. IG’s success in the B2B segment was because of Shaikh’s ability to build strong relationships and customised solutions in an emerging market context. To deal with the COVID pandemic, the Indian Government had imposed a country-wide lockdown, which forced organisations to adopt work from home. This, in turn, created a pull for IFPDs. Yet, very soon Shaikh realised, in the new normal, there was a growing mismatch between his selling efforts and outcomes. Though overall revenue had not fallen much, but the veteran seller had started doubting his tried and tested relational solution selling model. Case dilemma involves the selection of appropriate selling approaches e.g. solution, insight or tiebreaker selling for different situations. This case also offers an opportunity to discuss, how to use online channels to complement B2B selling.

This teaching case study is suitable for the graduate-level programme in marketing management.

Teaching Notes are available for educators only.

CSS 8: Marketing

CFX Inc, an e-commerce start-up based out of India, has built a large e-marketplace that allows sellers and buyers to transact online. The firm currently has 30,000 sellers and aims to have around 50,000 sellers by FY 2015–16. In order to provide best shopping experience to their growing customer base, the firm needs to collect, store and analyze different kinds of data and improve their customer shopping experience. It is in the process of identifying and designing suitable data management systems to sustain and manage their business growth. The management needs a concrete set of recommendations in terms of the nature of solution, choice of the database, a data model that suits CFX's requirements, cost-benefit trade-offs involved and implementation considerations.