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1 – 10 of 468Tripti Ghosh Sharma, Rohit Jain, Sahil Kapoor, Vijeyta Gaur and Abhishek Roy
Strategic Marketing, Marketing Management, Services Marketing.
Abstract
Subject area
Strategic Marketing, Marketing Management, Services Marketing.
Study level/applicability
MBA and Executive MBA.
Case overview
The case talks about the inception and growth of OYO Rooms, a company that originally started as ORAVEL Stays Ltd. in 2012, as a platform for booking budget and premium accommodations, but graduated to become OYO Rooms, an online aggregator of hotels, with a unique business model of “managing the partial inventory of rooms” in hotels and offering a proposition of affordable, consistent, quality experience to business, leisure and pilgrim travellers. The company received rounds of funding from Greenoaks Capital, Lightspeed Ventures, Sequoia Capital and DSG Consumer Partners. Moreover, unlike its competitors, OYO adapted itself to the fast-changing consumer preference and grew at an enviable pace and by 2016, was present across 190 cities through a network of 6,500 hotels. However, OYO Rooms had to face a multitude of challenges both from the consumer and hotel owners’ ends, primarily service quality concerns from the customers and majorly concerns out of payment irregularities or non-abidance to written contracts from the hoteliers’ end. The dissatisfaction levels increased to an extent that experts started raising questions on the viability of the business. OYO was growing at an aggressive rate but breakeven point was yet to be achieved. Moreover, growing dissatisfaction and switching amongst its customers as well as hoteliers threatened the very existence of the model. The case allows the students to critically analyse the strategies of OYO for deliberation on whether the business model was sustainable in the long run. It also encourages the students to deliberate on the possible growth strategies for OYO as also on the service recovery strategies for OYO.
Expected learning outcomes
The case has been positioned around the following modules: industry analysis; value of a two-sided business model to both parties; sustainability of a unique business model, against the challenges that it faces; applying the VRIO framework (resource-based view); complaint handling and service recovery strategies; applying the Ansoff’s grid for possible growth options.
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
Keywords
Services management, strategy, marketing.
Abstract
Subject area
Services management, strategy, marketing.
Study level/applicability
Services management, strategy, marketing.
Case overview
Owned and operated by the Tata Group, Ginger Hotels is the first-of-its-kind of Smart Basics™ hotels across India. The case explores the business model and the relevance of the service concept given the Indian context and consumer behaviour, the marketing strategy, and communication strategy of Ginger. Challenges such as the use of outsourcing, learning and development, and attrition are discussed.
Expected learning outcomes
From a marketing perspective, this case can be used to demonstrate understanding of consumer behavior, reshaping customer expectations, perceived service quality, Gaps in service, service orientation, and value-for-money positioning, aggressive advertising and promotions, use of the marketing mix to introduce a new service concept in a market. From a management perspective, the case can be used to highlight how the marketing strategy is being delivered through a focus on service staff (selection, training, and motivation) and operations (logistics, IT, and communications), and branding (brand strategy – alignment to the corporate strategy).Third, the case is suitable for highlighting strategy – analyzing current competitive advantages, and carving out potential future competitive advantages in a services context. For example, strategic analysis models such as Porter's industry analysis and value-chain models can be applied to examine the sources and sustainability of Ginger's competitive advantages. The case can also be used for teaching service innovation.
Supplementary materials
Teaching note.
Details
Keywords
Tourism and hospitality.
Abstract
Subject area
Tourism and hospitality.
Study level/applicability
This case has been developed to suit the pedagogical needs of undergraduate and post-graduate students of management in the area of strategic marketing management in the service industry.
Case overview
The case describes the challenge faced by Gautam Raj, Executive Vice President, Strategic Development, The Oberoi Group, in making submissions to the Chairman, P.R.S. Oberoi for giving shape to the company's future strategic plans and developing the blueprint for further growth. The Oberoi Group is a leading India-based hospitality company, which was looking at selective expansion in the five-star deluxe segments by seeking new opportunities for its luxury leisure business in order to achieve a greater geographic spread. The case gives detailed information related to “The Oberoi” resorts ranging from their genesis to their branding and marketing strategies to put into perspective the challenge faced by the protagonist in making appropriate recommendations regarding the optimal choice of location for new-luxury leisure resorts.
Expected learning outcomes
The case is designed to give students an opportunity to demonstrate understanding of generic strategies for sustaining competitive advantage and market selection strategies and to analyse prospective location choices for making recommendations regarding appropriate markets to enter.
Supplementary materials
Teaching note.
Details
Keywords
Aihie Osarenkhoe and Az-Eddine Bennani
Strategic marketing/marketing management.
Abstract
Subject area
Strategic marketing/marketing management.
Study level/applicability
Undergraduate and post graduate courses in the principles of marketing, strategic marketing, strategic management, services marketing and hospitability management.
Case overview
This case focuses on the critical success factors of “Scandic” hotel chain by highlighting its road to becoming the leading hotel chain in the Baltic region. This case covers a wide range of situations in which strategic marketing decisions were made, for example, the Scandic Sustainability Fund, supporting initiatives to promote sustainable social development. Special attention is devoted to how the case company's business philosophy is implemented to identify and differentiate its customers, in order to sustain a customer centric strategy and develop long lasting relationships.
Expected learning outcomes
Following analysis of the case students should be able to: first, understand how marketing strategies can be utilized to effectively differentiate organizations from their competitors by capitalising on distinctive strengths, leading to the delivery of better value to stakeholders; second, understand how marketing strategy deals with the interplay of “the strategic three Cs” (customer, competition and corporation) in better satisfying customer needs; third, appreciate how companies operate within a given environment and the benefits of developing an environmental strategy.
Supplementary materials
Teaching note including lecture plan.
Details
Keywords
General Management, International Strategic Management, International Marketing and Brand Management.
Abstract
Subject Area
General Management, International Strategic Management, International Marketing and Brand Management.
Study level/applicability
MBA (General Management), MBA (Marketing), Management and executive development programme.
Case overview
The Indian Hotels Corporation limited known as the Taj Group was set up by JRD Tata in 1903. The company has undertaken a long journey since then. It is one of the most recognized hotel brands in luxury market segment of the hotel industry. Off late some micro- and macro-level changes in the business environment have not been in favor of the group. The strategy of international expansion in acquiring and refurbishing of assets has mounted the debt and the growing losses. What has compounded the growing troubles is the entry of aggressive multinational brands in the luxury segment of the hospitality industry. The group prioritizes to get its financials in order. It thereafter needs to rework on its competitive strategy and take advantage of the booming domestic hotel industry for profitable future growth.
Expected learning outcomes
Expected learning outcomes are as follows: to understand the impact of expansions on the top line and the bottom line on the hospitality industry; to understand the impact of expansion on brand image for the legacy brand; to understand and develop strategies for a company which make it profitable in the hotel industry; and to formulate entry and exit strategies for companies dealing in the hospitality industry.
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
Keywords
This is the first implementation of Revenue Management System in a major international hotel chain in India. The case describes the history of development, corporate story of…
Abstract
This is the first implementation of Revenue Management System in a major international hotel chain in India. The case describes the history of development, corporate story of overdrive for profit, system integration issues. It describes two components of a revenue management system, forecasting and optimization. It also raises several questions that need to be addressed before implementing a RMS.
Details
Keywords
Abstract
Subject area
Tourism & Hospitality
Study level/applicability
Post graduate
Case overview
The South African-based Sun International Group (SI) develops, operates and manages hotels, resorts and casinos. In its mission statement, SI describes itself as a “leisure group offering superior gaming, hotel and entertainment experiences”. In 1984, SI was listed in the travel and leisure sector on the Johannesburg Stock Exchange. SI is looking for growth opportunities.
Expected learning outcomes
Strategic options analysis to create new market spaces. Practical application of blue ocean thinking frameworks.
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.
Details
Keywords
Subhadip Roy and Subhalaxmi Mohapatra
The present case study discusses the multi-branded strategy of hotels by the Indian Hotels Company Limited (IHCL) in 2012. The brand architecture of the group in 2012 consisted of…
Abstract
Synopsis
The present case study discusses the multi-branded strategy of hotels by the Indian Hotels Company Limited (IHCL) in 2012. The brand architecture of the group in 2012 consisted of four brands, namely Taj, Vivanta, Gateway and Ginger. However such brand architecture posed quite a few challenges for the group such as positioning, sustain the different brands and avoiding brand dilution since both The Gateway and Vivanta had a tag “by Taj” which could erode the premium associations of the parent brand.
Research methodology
The case is based on secondary research and has been developed using published information collected from online and offline sources. Wherever required, written permission has been obtained from the copyright holders (Exhibits VII-IX). Direct quotes have been properly cited from original sources.
Relevant courses and levels
This case could be a part of the Marketing Management course in an undergraduate Program in Business Management. The specific topics which could be facilitated through this case are Segmenting, Targeting and Positioning. The case could also be a part of a Brand Management course in the same program for specialized subjects where it could illustrate the concept of Brand Architecture. In case of an Executive Education Program, this case can be used to facilitate issues in Marketing as well as Brand Management.
Details
Keywords
Yan Gong, Ramakrishna Velamuri, Liman Zhao and Liang Dong
This case is written for those people who are interested in entrepreneurship, and to generate discussions on the Lean Start-up methodology, as well as other topics related to…
Abstract
Subject area
This case is written for those people who are interested in entrepreneurship, and to generate discussions on the Lean Start-up methodology, as well as other topics related to entrepreneurship and innovation.
Study level/applicability
It can be used with senior undergraduates, MBAs, EMBAs and senior executives.
Case overview
In August 2011, Mars Ren and Gene Deng created a technology-based venture, Shanghai Tianhailu Network Information Technology Ltd. Filled with passion, they aspired to be the first “factory outlet” in China' hotel booking industry. To achieve this goal, they developed the Hotelvp app for mobile users. After 6:00 p.m. every day, users could book accommodation online in hotels above three-star standard for that same night at significant discounts. Hotels also benefited because they could sell their unsold room nights at the last minute and improve their revenue management. Ren and Deng were convinced that this win-win idea would take off. Unfortunately, it failed to fully satisfy either the users or the hotels. In spite of the founders' passion and energy, it was still acquired by a much more powerful player in the online sector, JD.com, in early 2014. This case is designed to stimulate in-depth discussions based on the question: What are the key obstacles when launching a startup and how to overcome them?
Expected learning outcomes
Through class discussion, it aims at teaching the student how to define and practice a start-up idea successfully by following the “Lean Start-up” methodology and/or take advantage of a practical tool, discovery-driven planning. Specifically, this case intends to teach students how: To identify and define a good start-up idea; To take actions based on the idea/opportunity, iterate and modify it along the way to create new start-ups, and finally lead the new start-ups to grow and succeed; To understand the key concepts, frameworks and theoretical logics of Lean Start-up methodology, and apply it in practice.
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.
Details
Keywords
Services marketing, hotel management, branding, and promotion management.
Abstract
Subject area
Services marketing, hotel management, branding, and promotion management.
Study level/applicability
Undergraduate business and management; MBA/MA management courses.
Case overview
Banyan Tree Hotels and Resorts had become a leading player in the luxury resorts and spa market in Asia. As part of its growth strategy, Banyan Tree had launched new brands and brand extensions that included resorts, spas, retail outlets, and even museum shops. Now, the company had to contemplate how to manage its brand portfolio and expand its business while preserving the distinctive identity and strong brand image of Banyan Tree, its flagship brand.
Expected learning outcomes
This case illustrates how a powerful service brand can be built even with little advertising. It also exemplifies how pro-environmental business practices can co-exist with a firm's profit objectives. Set in a service context, the case may be used in discussions on services marketing, hotel management, branding, and promotion management.
Supplementary materials
Teaching notes
Details