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Dove and Axe were two highly successful brands owned by Unilever, a portfolio company. Dove was a female-oriented beauty product brand that exhorted “real beauty” and not the unachievable standards that the media portrayed. In contrast, Axe was a brand that purportedly “gives men the edge in the mating game.”□ Their risqué commercials always portrayed the supermodel-type beauty ideal that Dove was trying to change. Unilever had always been a company of brands where the consumer knew the brands but not the company, but recently there had been the idea to unify the company with an umbrella mission for all of its brands. This would turn Unilever into a company with brands, potentially increasing consumer awareness and encourage cross-purchases between the different brands. However, this raised questions about the conflicting messages between the brands' marketing campaigns, most notably between Unilever's two powerhouse brands, Dove and Axe. The case begins with COO Alan Jope anticipating an upcoming press meeting in New York City to discuss Unilever's current (i.e., 2005) performance and announce Unilever's decision to create an umbrella mission statement for the company. This case focuses on the central question of whether or not consistency between brand messages is necessary or inherently problematic.

The Unilever's Mission for Vitality case was created to help students and managers develop an appreciation for how the values underlying a marketing campaign can affect and alter an organization's culture. The case focuses on how two products and marketing campaigns that express conflicting underlying values (as reflected in the Dove Real Beauty and the Axe Effect campaigns) within the same corporation can give rise to a number of unintended organizational and marketing complications.

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

The learning outcomes of this paper are as follows: to identify the pros and cons of waged employment and entrepreneurship, to identify the contextual factors influencing entrepreneurship, to set up a new venture, namely, steps, challenges involved and decision-making process, to scale up a small business; when, how and where? And to tradeoff required for scaling up a small business.

Pooja, a young management graduate from Varanasi, decided to overcome all challenges and barriers faced by a women entrepreneur and chase her lifelong dream of creating her own event management startup. After having achieved phenomenal success in a short period of time within the city, she began to receive interest from neighbouring cities as well. The decision to scale up operations was particularly difficult for Pooja, as she had funded the venture through her personal funds and personally nurtured the business and her team based on the values of quality and creativity. Like any small business, she had to decide what level of trade-off was required between scaling and dilution of control over the operations.

The case study is applicable for students of management. The learnings from the case can be applied by an individual who is looking to start a business or expand one.

Teaching Notes are available for educators only.

CSS 3: Entrepreneurship.

As founders of First Interstate BancSystem, which held $8.6 billion in assets and had recently become a public company, and Padlock Ranch, which had over 11,000 head of cattle, the Scott family had to think carefully about business and family governance. Now entering its fifth generation, the family had over 80 shareholders across the US. In early 2016, the nine-member Scott Family Council (FC) and other family and business leaders considered the effectiveness of the Family Governance Leadership Development Initiative launched two years earlier. The initiative's aim was to ensure a pipeline of capable family leaders for the business boards, two foundation boards, and FC.

Seven family members had self-nominated for governance roles in mid-2015. As part of the development initiative, each was undergoing a leadership development process that included rigorous assessment and creation of a comprehensive development plan. As the nominees made their way through the process and other family members considered nominating themselves for future development, questions remained around several interrelated areas, including how to foster family engagement with governance roles while guarding against damaging competition among members; how to manage possible conflicts of interest around dual employee and governance roles; and how to extend the development process to governance for the foundations and FC. The FC considered how best to answer these and other questions, and whether the answers indicated the need to modify the fledgling initiative.

This case illustrates the challenges multigenerational family-owned enterprises face in developing governance leaders within the family. It serves as a good example of governance for a large group of cousins within a multienterprise portfolio. Students can learn and apply insights from this valuable illustration of family values, vision, and mission statement.

In 1992 Joe Jackson, former manager of DuPont Motorsports for twelve years, was angling to get the paint business at Rick Hendrick's sixty-five automotive dealerships across the United States. In order to win the Hendrick car dealership paint contract, Jackson and Hendrick met to discuss the possibility of sponsoring Hendrick's new team and rookie NASCAR driver—Jeff Gordon. As a result of that meeting, DuPont signed on to be the primary sponsor. By 2006 Gordon was a NASCAR superstar, and the DuPont logo—viewed by millions—was a household brand. While this level of exposure was exciting for the company, executives at DuPont could not help but wonder if they were fully leveraging this tremendous marketing opportunity. Gordon was on fire—but was DuPont maximizing the heat? The DuPont-NASCAR case tasks students and executives with designing a creative marketing campaign to activate the NASCAR sponsorship opportunity and maximize value beyond conventional sponsorship marketing. This open-ended challenge encourages students and executives to think outside of the traditional marketing tactics typically employed by business-to-consumer (B2C) NASCAR sponsors. Additionally, the nature of DuPont creates the need to develop a multi-dimensional plan that caters to a breadth of brands. Beyond designing a new marketing campaign, a key objective of the case is to focus students and executives on designing metrics for measurement of the return on investment (ROI) into a campaign plan. As a first step, it is important to clearly articulate the campaign, business strategy, and key business objectives mapped to the strategy.

Students and executives learn how to design a marketing campaign for measurement. Specifically, they are tasked with designing a new marketing campaign for DuPont to activate the DuPont/NASCAR relationship. Students and executives must define metrics for measurement and learn to use a balanced score card approach. Since the DuPont sponsorship of Hendrick Motorsports is a brand campaign built to reach the DuPont business-to-business (B2B) customer, both non-financial and financial metrics are used. The key to success is to have a clearly defined sponsorship marketing strategy and business objectives. The case teaches students and executives how to define key metrics and articulate a methodology for campaign measurement pre and post to quantify the return on investment (ROI).

In the light of the case and the accompanying case questions, the students should understand the theoretical underpinnings of the Blue ocean strategy. Application and critical evaluation of analytical frameworks associated with the blue ocean strategy. Role of political, socio-cultural and technological factors undermining the success of any endeavor aimed at bringing about innovation in education in Pakistan. The critical balance that social enterprises need to develop between their commercial and social impact goals.

Founded in early 2014, LearnOBots was a young social enterprise spearheaded by Shamyl Bin Mansoor and Faisal Laghari. The venture aimed to provide science, technology, engineering, and mathematics-based, tech supported experiential learning to young kids, which would eventually help improve the educational standards in the country. This case presents the complex dilemma of an enterprise, which achieved market traction to its novel business idea but soon faced changing competitive dynamics that posed a challenge to the uncontested blue ocean strategy that the venture attempted to create. The case is a rich description of the idiosyncrasies that an innovative startup faces in emerging markets context. It gives an insight on the balancing act that social enterprises need to achieve between their business goals and social impact aspirations.

This case is geared toward undergraduate students enrolled in courses of strategy and entrepreneurship.

Teaching Notes are available for educators only.

CSS 3: Entrepreneurship.

The subject areas are e-commerce, brand management, marketing strategy, digital marketing and supply chain management strategy.

Medium, can be used for undergraduate marketing electives and graduate core courses.

Jumei, founded in 2010, had already become China’s biggest online retailer of beauty products. Its 31-year-old Founder and Chief executive Officer (CEO) Leo Chen had become the youngest CEO of any NYSE listed company in 2014. However, Jumei was currently facing a major milestone. Could it become a mega-commerce hub like Alibaba? Or should it stick to its core product line – cosmetics – which was already being challenged by luxury retailers and other horizontal e-commerce competitors?

The case will provide the students the opportunity to conduct a situational analysis Identify and prioritize generic business and marketing strategies, review concepts of brand/line extension and conceive new product ideas, assess Jumei potential as a business-to-customer platform and assess brand equity and potential by comparison to another diversified brand.

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

CSS 8: Marketing.

Entrepreneurship, innovation, marketing and strategy.

Master's, postgraduate and executive level programs.

Deepak Ravindran, an engineering student at LBS College, Kerala, India, was attempting to launch Innoz. The company flagship product SMSGyan will allow users to access information on low-end mobile devices with no Internet connectivity. With the improvement in the Internet standards and rapidly growing smartphone users, selling SMSGyan never came easy to Innoz. The case explores challenges faced during the transformation of a start-up into a profit-generating business. The case describes the dilemma faced by Deepak Ravindran and key role players of Innoz to sustain in business in the scenario of dynamic technologies. Should they re-innovate the technology that was limited for low-end mobile users? Innoz being at the bottom of the pyramid innovation is the key competitive advantage. Low-cost or niche market or differentiation connects this case to the basic business strategy concepts. Through this case, students learn about many practical issues related to technology development in the global competitive environment. They are also exposed to broader trends and facets of start-ups and globalization. The Innoz case is designed to stimulate discussion of broad array of issues encountered by the early start-ups. In particular, it deals with introducing innovation and entrepreneurship skills leading to social change.

To identify new business opportunities for non-Internet mobile users. To explore various possibilities of application services for low-end mobile users. Evaluate the advantages and liabilities of expanding globally at a very early start-up stage. The case focuses on Innoz's early development with only concept in hand and transforming it into a profit-generating business. To develop and give exposure to entrepreneurship skill set in students. To understand learning and strategies behind setting up of start-ups and the motivating self-driven skills. Discussion on innovative use of technology as a stream of business. Silicon valley culture adaptation into Indian context. To highlight use of mobile technology for teaching and learning. To showcase how entrepreneur skill in business can lead to social transformation.

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

Marketing, entrepreneurship, operations management, and transportation/logistics.

The case is suitable for junior, senior undergraduate and first-year graduate business classes. It can be used entirely in business classes in marketing, entrepreneurship, operations management, and transportation/logistics, and parts of it can be used for discussions in classes related to emerging economies/markets, environmental management, sustainability, and technology management.

The case builds on the expansion plan considered by a young software company, called Hangzhou Omnipay located in the city of Hangzhou, China. Mr Chao, Vice President (VP) of Omnipay, is the main character of the case. He was aware of the current car-sharing industry leader – Zipcar headquartered in Boston and also identified multiple stakeholders in the city for decision making. By collaborating with a global student project team, Mr Chao collected a great deal of information and data. This teaching case provides students and educators ample opportunities to examine, from a multitude of aspects, the viability of a car-sharing service in Hangzhou.

The central goal is to help students gain a comprehensive understanding of the role of car-sharing service in a country's development in sustainability, socio-economy, environmental commitment, and new urban life style, as well as in a technological company's active pursuit of business expansion opportunity. In addition, students will not only understand the social, cultural, technological and strategic perspectives of car-sharing service implementation, but also develop and enhance analytic skills needed to conduct fundamental cost analysis, determine a base-line pricing scheme, and service location network design.

Teaching notes are available, please contact your librarian for access.

After decades of successful expansion, The Reader's Digest Association's products were mature. With an average readership age for the flagship Reader's Digest magazine of 50.3 in 2004, efforts to develop new products had so far failed to entice a significant number of younger customers. Following a financial downturn in 1996, positive financial results remained illusive. Several major changes instituted by Thomas O. Ryder, CEO since 1998, including acquisitions, re-capitalization, restructuring and systematic re-engineering of the corporate culture, had proven mildly successful, but RDA, as well as the entire publishing industry, faced a persistent decline in profitability. Could RDA fulfill its stated mission to create “products that inform, enrich, entertain and inspire people of all ages and cultures around the world”, and could it do this by continuing to rely on the 80-year old Reader's Digest magazine?