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1 – 3 of 3Peter Moricz and Gyorgy Drotos
Emerging markets, business models, information technology.
Abstract
Subject area
Emerging markets, business models, information technology.
Study level/applicability
This case is designed for MBA groups or students from MSc in Management, International Business, Logistics, Information Systems or Environmental Management programs. It can be covered in courses on Strategy, Process Management, International Business, Process Management, Supply Chain Management and Managing Information Systems.
Case overview
Returpack is a Hungarian company dealing with reverse vending machines (RVMs) that collect aluminum beverage cans, even in crushed form, based on a worldwide technology innovation. All RVMs are online and monitored and managed remotely. RVMs are mainly “fed” by the poorest, often homeless people, who are still motivated by the extremely low (less than 1 euro cent for a can) incentive that comes from the selling of the aluminum waste to recycling smelters. Based on the success of the business model in Hungary, projects were planned in the USA, Austria, Romania, and Turkey in 2013. However, beyond economic, legal and cultural challenges, a dramatic decline in the global aluminum waste prices early in 2014 questioned the return on investment at these projects. Advancements in the material-recognition technologies at waste sorting plants raise further questions.
Expected learning outcomes
Evaluating the business model innovation in the case by combining the different approaches of the business model concept with the knowledge on the recycling industry, the crowdsourcing method and the Internet of Things. Based upon this, students may identify and evaluate options for implementing the business model in and adapting to new markets, also by simulating these changes in a formal (numerical) business model.
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 codes
Strategy.
Subject code
CSS 11: Strategy
Details
Keywords
Marketing strategy, strategic innovation.
Abstract
Subject area
Marketing strategy, strategic innovation.
Study level/applicability
Strategic brand management or marketing strategy courses at MBA level.
Case overview
It seemed likely that a company with the highest number of product variants would consider product innovation to be its key source of sustenance in a crowded marketplace. Especially so, when the local and global competition was hotting up to a new launch every week. In the case of Micromax, a mobile handset maker from India tried to drive home the point that sustainability in emerging markets did not lie in inventing a new technology like Apple or Nokia or Sony did, albeit accompanied with a premium price tag. For the emerging markets, it was important to optimize the offering for the consumers. Strategic optimization could result from bridging the gaps in performance, infrastructure and organization design, which came naturally to this marketing-savvy mobile maker. Any company could make a cost-effective phone, but few could position, brand and sell it the way Micromax did. Shubhodip Pal, Head of Marketing at Micromax Informatics Pvt Ltd, India, pondered the marketing strategy which could pave the way into maintaining the company's national leadership position while creating a roadmap for its global foray. For Micromax, marketing strategy innovation, and not product innovation, would fulfil the goal of long-term growth in India and overseas markets.
Expected learning outcomes
The students studying this case are expected to learn: marketing strategy in emerging markets such as India, marketing strategy as the critical success factor for upcoming Indian companies rather than product innovation and doing business in emerging markets.
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
Murrah Dairy Company Limited (Murrah Dairy) is a strategy and management case related to entrepreneurship, with a focus on marketing, expansion, strategy and management of a…
Abstract
Subject area
Murrah Dairy Company Limited (Murrah Dairy) is a strategy and management case related to entrepreneurship, with a focus on marketing, expansion, strategy and management of a family-run small and medium enterprise (SME).
Study level/applicability
The case is suitable for senior undergraduate and/or graduate MBA strategic management, entrepreneurship and marketing courses.
Case overview
The case is about Murrah Dairy, Thailand's first and only buffalo dairy producer. The company combines the concepts of regular SMEs together with community enterprises to build a business that can be used to achieve community benefits as well as private gains. With 11 years of experience, Murrah Dairy remains the first and only extensive dairy buffalo farm in Thailand. The market is growing, the brand is catching on and the company keeps expanding. Beginning with Murrah Farm in 2003, now Murrah Dairy now operates Murrah Farm, Murrah House and Mini Murrah Farm. The question now is where to go from here and what will it take to grow?
Expected learning outcomes
The expected learning outcomes are the increases in understanding on environment assessment (such as SWOT analysis, Porter's Five Forces, success factors), marketing strategy (product portfolio analysis, market-product analysis) and SME management, as well as abilities to propose growth strategies and marketing strategies for the firm.
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