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To familiarize the students with a process of international expansion within an emerging market scenario encompassing countries such as India, Sri Lanka and a developing country like Kazakhstan. Mostly cases in international marketing are central to developed nations, as that is where the MNCs emerge and grow. In this case study, though Polaris originally is an US-based MNC, the focus lies on Polaris India going international. Hence, it looked at empowering an emerging market for regional development. To provide a situation for choice of entry mode strategies involving strategic alliances and various kinds of non-equity based partnerships. Here there is scope for tremendous learning with reference to institutional voids and market failures prompting a certain mode of entry strategy versus another in international marketing. Though this topic has been researched widely, this case is the first ever tribute to a real-life situation in an emerging market. The case is focussed on experiential marketing as the new tool for sales and communication. This is unique to Polaris, and worth replicating in its internationalization. The crucial question emerged: adaptation of experiential marketing techniques as per local market.

synopsis This case investigated the process of internationalization for Polaris India, a US-based MNC, making for an interesting study in how emerging markets can become hubs for effective regional market expansion. The case simultaneously explored the concept of experiential marketing in a new light referring to the issue of communication adaptation in international marketing. The company had successfully used Polaris Experience zones as their promotion and distribution tools. The PEZ had weaved its magic on Indian customers to bring about significant positive change to the perception of a brand now extending the brand promise to other emerging markets. Polaris India started as a wholly owned subsidiary of Polaris Industries USA Inc in 2011 with Mr Pankaj Dubey, as the Country Head. Polaris specialized in building world class off-road vehicles and was a global leader in the same. The case study provided an opportunity to discuss behind the scenes role played by channel partners in targeted foreign markets – Sri Lanka and Kazakhstan. In international marketing, strategic alliances are of tremendous significance as a method of entry strategy and the knowledge, depth, expertise can make all the difference to achievement of success in the local market. Polaris despite having to market a product with no readymade market and combating the perceived notion of a super-premium product in emerging markets, managed to weave its own success story. The case is about, how Polaris India went International with its choice of strategic partners and communication tools.

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Marketing.

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.

Finance, entrepreneurship, general management.

MBA/Postgraduate.

This case is about Precision Air Services, a small profitable airline in Tanzania, which is in the middle of a changing airline industry. In less than ten years, Mr Michael Ngaleku Shirima, the founder and then holding two-thirds of the shares together with an option to buy the remaining one-third, had seen the airline grow to a major player in the domestic market. His plans to expand to regional routes were still on the drawing board when he received a US$2 million cash offer from Kenya Airways, a much larger airline, for a 49 percent equity stake. At the same time, South African Airways – another heavyweight in the African airline industry, was in the process of acquiring a controlling stake in the state-owned Air Tanzania Corporation. To Mr Shirima, giving up a significant stake in an airline he created from scratch was a dilemma. But if that was to be, he was also interested to see that he is getting the right price for his efforts.

This case can be used to teach elements of merger and acquisition, business valuation, negotiation, strategy (corporate, international, growth), strategic scoping and planning.

Teaching notes.