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In the light of the case and the accompanying case questions, the students should understand:1. The theoretical underpinnings of the brand positioning and brand repositioning.2. Critical evaluation of marketing communication material in the light of theoretical underpinnings.3. The nuances of operating in emerging markets in technology-driven sectors.4. The intricate link between the business goals and communication goals5. The application of the attention-interest-desire-action model and the brand media wheel when translating business strategies into communication strategies.

It was in June 2016, when Asad Haroon, the young head of brands at Ufone, a Pakistani originated telecom operating company, was posed with a challenge of dwindling subscriber identity module card sales, deteriorating average revenue per user and an exponential increase in customer churn. The telecom industry itself was in a flux due to various factors such as changes in the regulatory frameworks and technological shifts.Asad felt that the reason for the brand’s decline might be the lack of synergy between the business strategy and the brand’s communication strategy.Asad knew that he would have to make some unpopular choices and review his brand’s communication strategy which had not yet proved to create a harmony between communication goals and business goals. However, he was unsure about how and if at all he should go about changing a marketing legacy and the brand’s positioning which had reigned the minds of his peers and his customers for so long.

This case is aimed toward undergraduate students enrolled in courses of principles of marketing, marketing communications and corporate media strategy.

Teaching notes are available for educators only.

CSS 8: Marketing

Integrated advertising, promotion and marketing communications.

The case has been developed for use in marketing communication as well as strategic brand management courses of MBA and/or PGDM programmes. It high/ights the fact that generating interest amongst customers is not the only task of marketing strategists but conversion of such interest into an effective purchase is what the marketing department should be looking for.

The case takes the students through the journey of Vodafone's marketing communication since its introduction in the Indian market. It gives the reader a briefing as to how Vodafone has grown in the past few years - the changes in communication strategies involved to propagate the product; the integrated marketing communications that have he/ped Vodafone increase its customer base considerably. As mentioned by Marten Pieters, CEO of Vodafone Essar, India is an emerging market and it is necessary for Vodafone not on/y to increase its customer base but a/so to generate revenues. Therefore, his di/emma is how to bring about the perceptual connect with customers which induces them into product usage.

The area of integrated advertising, promotion and marketing communications is an integral part of marketing. It forms the foundation of creating effective marketing programmes that in turn helps develop positive product perception in the minds of the customers. It also helps the student understand the role of customizing the marketing communication according to the target audience and the importance of integrating advertising with not only the promotional activities but also other newer forms of marketing communications. The case has been structured to achieve the following learning objectives: the role of marketing communications in creating and building brand Vodafone; understanding the importance and key elements of Vodafone's Zoozoo ad campaign relating it to Vodafone's communication strategies; and the effect of marketing communication on the customers' perception about the brand.

Teaching notes are available. Please consult your librarian for access.

Marketing, strategy, and integrated marketing communication.

The case is suitable for analysis in an MBA level marketing communication course where the theories of hierarchy of effects (HoE) models, push vs pull strategies as well as positioning strategies can be introduced. The case is suitable for analysis in an MBA level marketing course for the module on marketing communications/advertising and promotions.

Sanjay, the regional head of PepsiCo India (eastern region), had been tasked with the preparation of a support plan for a new communication campaign of Mountain Dew, a yellow-coloured drink in PepsiCo's soft-drink portfolio. He had attended a meeting at the headquarters where he had been briefed on the new national campaign roll-out for Mountain Dew – for the first time with celebrity association. While Mountain Dew had been growing its market share in other regions of the Indian market, the Eastern region had been unresponsive to the mass media image building campaigns. During the meeting, the various aspects of Mountain Dew's performance were discussed and Sanjay was asked to prepare a support plan for the national campaign that will help to increase revenues and market share of the brand in the Eastern region.

To understand the complexities of differential impact of integrated nation-wide communications on various segments of the market due to cultural variations, to understand the role of push strategy vs pull strategy in marketing communications, to understand the role of consistency in image between the trade and consumers perception, to understand the impact of celebrity endorsements, an introduction to the HoE communication models and their applications, to understand limitations of the HoE and Think-Feel-Do models in objective setting and understanding the uses of alternative models, to build a communication plan based on pull vs push strategy.

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

The present field-based case study is related to topics in marketing area, more specifically brand management, strategic marketing and business strategy.

This case is primarily meant for second-year students in a postgraduate program in business management (MBA). The case could also be discussed in an executive development program on marketing/business strategy.

The present case is based on Aava natural mineral water, the brainchild of Mr Behram Mehta, Chairman of Shelpee Enterprises. The case explores at the various marketing strategies adopted by Aava in India. The case traces the brand's foray into the Indian bottled water market as a regional players and its growth as a pan Indian brand. However, in early 2012, the majority of Aava's sales were coming through institutional sales. The brand was facing a challenge of trying to find a foothold in the retail market. The balance between becoming a mass and a premium brand was also looming large. The major question that Aava needed to answer is whether it should restrict itself to the B2B market or whether it should try to penetrate the retail market. Given the latter is more beneficial for the company, the issues of product, pricing and brand communication needed to be revisited since these are not similar for B2B and B2C brands.

The various learning outcomes of the case include: understanding the differences between B2B and B2C marketing and the need for different strategies for both, apply marketing research findings to introduce a product in a market, evaluate and execute marketing communication strategies based on human behaviour for more effectiveness, evaluate alternatives leading to the right choice of branding/marketing strategy, understand the role of 4Ps of marketing for successful business and industry analysis.

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

Integrated marketing communication (IMC), communication strategy, media strategy, budgeting and usage of metrics in measuring communication performance.

Undergraduate and postgraduate marketing.

The choice of a well-planned IMC strategy becomes crucial for the successful launch of an event. This is a case study on how a brand management consultancy house, TMH, used IMC to launch a world music festival event in Abu Dhabi, United Arab Emirates, in 2009, registering a visitorship of five times their target, 89 percent satisfaction and a staggering 99 percent of the visitors planning to visit the festival also in 2010.

This case can be used to teach IMC, marketing communication strategy, media strategy and scheduling and budgeting.

A teaching note is available on request.

Communication strategy, segmentation, branding, customer value, competitive analysis.

Undergraduate and Postgraduate Business and Management; Hospitality and Tourism Management; and Communication Management Students.

This case spotlights the Jumeirah Group an indigenous United Arab Emirates brand and a leader in the hospitality sector, managing iconic properties like The Burj Al Arab and Emirates Tower. This case focuses on the Chopard's Ladies floor, a full floor dedicated to women and managed by women. Jumeirah was the first to introduce this concept in the Middle East. The case highlights the challenges of maintaining a first mover advantage; adapting to change, developing a multi-pronged communication strategy and indentifying key target customers.

This case can be used to teach concepts from marketing management (segmentation, targeting, customer perceived value, the consumer buying process, and marketing mix); competitive strategy (environmental analysis, how to chunk down information from a macro-context to a micro-context; concept of synergy; benchmarking and choosing strategic groups; industry analysis) and communication strategy (setting a communication objective; choosing the communication mix, and building control measures).

A teaching note is available on request.

OGQ was founded by Geet Sethi and Prakash Padukone with the mission to support potential Olympic medal winners, in achieving their dream, with the help of all the stakeholders; and the vision to scout for potential talent and identify their needs. It had eminent personalities from sports who understood the problems with Indian sports and from industry who had a passion for sports and supported it. OGQ supported its athletes for the 2012 London Olympics through voluntary contributions and its athletes won four medals. For the 2016 Olympics, OGQ had a target of eight Olympic medals and was scaling up its support to athletes. Viren Rasquinha, the CEO of OGQ, knew that he had to focus on getting more contributions as he needed more resources to support the athletes. For this OGQ needed to review its communication strategy to the current and potential donors.

After completion of this case study, the students will be able to comprehend the importance of communication in managing change, examine the role of processes and systems in implementing change management initiatives at a large scale, assess the effectiveness of various strategies in mitigating resistance to change and recognise optimal strategies for communication processes and messages with respect to different audience and contexts.

This case study discusses decisions and strategies that led to Indore (a city in the state of Madhya Pradesh, India) becoming India’s cleanest city for the sixth time in a row. The case explores if the various strategies used by the commissioner of Indore Municipal Corporation would continue to succeed in mitigating resistance to change from the citizens of Indore or if the change management strategies needed to be revised. Amidst intensely rising competition from other cities, especially Surat (a city in the state of Gujarat, India), the case delves into the commissioner’s efforts to defend Indore’s claim of being India’s cleanest city for the sixth consecutive time.

This case study is suitable for use in executive modules and management development programs. It can be used for the following courses: ■ In change management course, this case study can cover critical aspects of strategies to mitigate resistance to change and bring about lasting behavioural changes in followers.■ In communication courses, this case study can cover key aspects of communicating the change vision of a leader to a large audience.

Teaching notes are available for educators only.

CSS 7: Management science

Srikumar Misra founded Milk Mantra as a milk producing and selling company in the state of Odisha, India in 2010. The company subsequently diversified into milk-based products such as yogurt and cottage cheese and spread its foray into the neighboring states. In 2014, the company had to overcome a few challenges from the macro environment as well as think of a marketing and communication strategy to gain competitive advantage.

The case is based on the primary research and has been developed using interviews of the company representatives and documents made available from the company. Wherever required, written permission has been obtained from the company representatives.

This case could be a part of the Marketing Management course in a graduate/undergraduate program in Business Management. The case could also be a part of a Brand Management or Integrated Marketing Communications course in the same program for specialized subjects such as branding a generic product or brand communications. This case could also be used for a short discussion in a distribution and logistics course.

The specific topics, which could be facilitated through this case, are the 4 Ps of marketing, distribution and marketing strategy. The case also relies on the theories of branding and marketing communication.

PT. Bank Central Asia, Tbk. (BCA), the largest national private bank in Indonesia, won an award for the Best Bank at the Euromoney Awards for Excellence (Asia) 2014. During the same event, in several categories, haloBCA^TM and BCA employees also won several awards. Previously, a number of awards were received by BCA such as: Best Indonesia Local Private Bank in 2010, Contact Center World Champion in 2012 and 2013, and Best Mega Contact Center in Asia Pacific Region in 2014. BCA is currently facing a problem of an aging population. Since the economy crisis facing the country in 1998, BCA has recruited fewer employees. The company resumed recruiting in 2010. BCA’s human resource (HR) profile in 2013 showed that nearly half of BCA’s permanent employees were aged 45 years or older, 40 per cent of whom have been working for more than 20 years. At the time of their retirement, the Bank faces the potential of losing a significant number of employees from three different generations. BCA has raised its efforts to recruit new talent. However, recruitment is not easy, as BCA wants its new employees to continue maintaining BCA’s heritage, building the Bank to become an Indonesian company that they can be proud of. How have these values, which have been a common belief, a foundation to work passionately and the glue that bonds the Bank’s employees, executives and owners, been communicated outside of the BCA and have been used to attract the future successors of BCA in Indonesia?

Master Degree in Human Resources Management or MBA Program.

PT Bank Central Asia Tbk (BCA), which was established on February 1957, is Indonesia’s largest lender by market value and the second largest bank by assets. The bank has experienced a remarkable recovery from the Asian Financial Crisis in the late 1990s when the Indonesian banking system became almost bankrupt. It provides both commercial and personal banking services through its 1,000-plus branches across the country. As the largest national private bank, BCA is a well-known bank in Indonesia. BCA is managing more than 12 million customer accounts, processing hundreds of millions of financial transactions and fulfilling the needs of individual and corporate customers through various products and services. BCA Automatic Teller Machines (ATMs) are located virtually and BCA’s Electronic Data Capture (EDC) machines are available at many merchants both in big cities or small towns across Indonesia’s archipelago. However, for a nation with a population of more than 240 million spread out over 34 provinces, the presence of BCA is still deemed unevenly distributed. In the next 10 years, BCA has no plan yet of expanding outside of Indonesia. BCA put its attention on developing its market in Eastern Indonesia. Funding sources, which usually becomes an issue for expanding companies, are not a source of concern for BCA. BCA is currently facing a problem of an aging population. Since the economy crisis facing the country in 1998, BCA has recruited fewer new employees. The company had recently resumed recruiting in 2010. BCA’s HR profile in 2013 showed that nearly half of BCA’s permanent employees were 45 years of age or older, 40 percent of whom have been working for more than 20 years. At the time of their retirement, the Bank faces the potential of losing a significant number of employees from three different generations. Currently, BCA has raised its efforts to recruit new talent and its future leaders through various programs, such as: BCA Development Program (BDP), one of the most acknowledged management trainee programs in the Indonesian banking industry, provides intensive and rigorous training to selected new recruits to ensure development of BCA key talents and future leaders. HR business partners that actively visit campuses in the eastern region of Indonesia. Socialization programs in state and private universities. Job fairs, Web recruitment, internships and employee referrals, job opportunity advertisements posted at BCA branch offices located near universities and in the leading mass media. Utilization of recruitment consultant services, especially to find candidates with specific qualifications. Utilization of communication media printed (poster, flyer, booklet, banners) and electronically. Provision of scholarships to high school graduates with excellent academic records but facing financial difficulties. However, recruitment is not easy for BCA because – like other well-known companies in Indonesia – the Bank only recruits the best people based on the prospective employees’ hard and soft competencies. BCA’s aim to project a positive perception toward its employees as “a fun workplace with family-oriented atmosphere, and commitment about employees’ development” has yet to strongly resonate in Indonesia’s labor market. BCA wants its new employees to continue maintaining BCA’s heritage, building the Bank to become an Indonesian company that they can be proud of. How have these values, which have been a common belief, a foundation to work passionately and the glue that bonds the Bank’s employees, executives and owners, been communicated outside of BCA and have been used to attract the future successors of BCA in Indonesia? How should BCA obtain a large number of qualified talent pools through an effective Employer Branding strategy?

By the end of discussing the case, the learner will be: conceptually: able to explain what is meant by employer branding, internal and external approach and able to explain the relationship of employer branding with business strategy, talent management strategies and HR management functions as a whole; practically: able to identify and analyze BCA Recent Condition – able to explain the BCA brand image in the eyes of public/external/job seekers in Indonesia and internal/current employees of BCA – able to identify strategies that BCA does to recruit potential job seekers – and able to explain the influence of innovative products and services that BCA has currently on BCA employer branding; able to identify BCA goals/needs; able to identify the characteristics, needs and preferences of BCA target group of workers, concerning to the latest issues arise such as: Gen Y and AEC (ASEAN Economic Community); able to evaluate the effectiveness of BCA employer branding strategy and communications and to identify the problems faced by BCA related to employer branding; able to generate ideas related to the improvement of BCA employer branding strategy and programs – what message to be branded (company unique employee value propositions – tangibles and intangibles) – what program to be implemented (internal and external) – and how is the integrated marketing communication strategy (segmenting-targeting-positioning, channels).

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:6: Human Resource Management.