Search results

The purpose of this study is to examine the electricity consumption trend in residential buildings using incandescent lamps and retrofitting with compact fluorescent lamps (CFLs).

Questionnaires were administered to capture the necessary data from three randomly selected residential estates in Ilorin, Nigeria. In total, 8,840 sampled incandescent lamps were retrofitted with CFLs. The electric energy in kilowatt hour (kWh) consumed prior to replacement for three months was compared with kWh consumption after retrofitting and analyzed employing t‐tests.

The three‐month average electricity consumption of ten households for the University of Ilorin GRA quarters and Lower Niger River Basin staff quarters pre‐ and post‐installation were 20,259 and 13,010 kWh, and 46,891 and 29,588 kWh, respectively. Results show that there were significant differences between the observed and tabulated values for the pre‐ and post‐installation of CFLs, respectively, at 5 per cent confidence level. About 40 per cent reduction in electricity consumption was achieved through deployment of CFLs in the residential households.

This paper demonstrates how retrofitting of incandescent lamps with CFLs can bring about possible reduction in electricity consumption in residential households in Nigeria.

This paper seeks to describe automated lamp manufacturing.

The paper provides information on the automated manufacture of incandescent, fluorescent and light‐emitting diodes (LEDs).

The paper finds that the automated manufacture of conventional lamp types is similar, but LEDs require totally different techniques developed from the semiconductor industry.

The paper should be of value in terms of understanding the basics of automated lamp manufacturing, especially with LEDs, as these will be highly important general lighting products to save energy and provide innovation in lighting design in the near future.

The purpose of this paper is to use a series of disruptive innovations in the 150‐year history of the US lighting industry to test whether two key innovation management theories retain their explanatory power as market structures change.

Historical case studies of four successive disruptive lighting innovations are used: incandescent light bulbs, fluorescent light bulbs, compact fluorescent light bulbs (CFBs) and light emitting diodes (LEDs). Descriptions of each innovation include the new technologies, the evolving market structures, and how the innovating companies managed their risks during the transitions.

This paper finds that two contemporary theories on absorptive capacity and disruptive innovations retain validity and remain broadly applicable even as market structures change overtime from oligopoly and cartel to free market competition.

By juxtaposing historic incandescent and fluorescent bulb innovations in constrained market conditions with modern CFB and LED innovations in free market conditions, this paper expands understanding of the lighting history to include the past two decades. It also expands the applicability of innovation theories by showing that they apply to various and changing market structures.

In September 1983 we looked at a variety of office lighting schemes and listed the factors influencing the quality and efficiency of the different set‐ups. We return to the subject here with the focus on just one aspect of lighting—the light source.

Describes the rapid technical development that took place in the lighting industry in the 1980s, driven by energy cost pressures. Discusses product development, office lighting problems, legislation, changing working needs, new design approaches, HF fluorescent lighting, maintenance, and energy and lighting. Concludes that both economic pressures and users′ demand for better quality lighting are dictating a more professional approach to lighting scheme design.

Strategy, strategic management, market and product analysis.

The case is intended for a business strategy course in management. The target participants are MBA students specializing in strategy area as well as middle level and senior level managers from the industry, who come for an executive programme in management science.

Year 2009, Mr Pawan Kumar (General Manager, Halonix Limited) was facing a decision-making situation in the organization. Being one of the most experienced and oldest employees of Halonix (incorporated as Phoenix Lamps Ltd in 1991), he had witnessed the tremendous growth of the company since its inception in 1991. The company was having a global brand image in automotive halogen lamps and became a dominant player in compact fluorescent lamp (CFL) market in India by 2007. With the increasing competition and change in market dynamics, the company needed to decide upon the future product portfolio mix and strategy to be adopted to gain the maximum benefit and win over the competition in both the product segments. The automotive halogen product segment was generating higher margins but having relatively slow growth. The CFL product segment was a growing market but was generating low margins due to increasing competition from entry of large number of players.

The theoretical concepts, which will be explored in this case, involve the following: the importance of industry structure analysis in understanding the basis of competition. The importance of value-chain analysis in strategic planning. The importance of Boston Consulting Group growth-share matrix in evaluating the product portfolio mix having different growth drivers and target segments?

Teaching notes.

Marketing.

This case is oriented to undergraduate (BA) students taking courses in marketing strategy, branding, new product development and market research.

This case deals with the events surrounding branding and positioning of a compact fluorescent lamp (CFL) by a multinational company settled in Mexico. After working in a private–public partnership (PPP) that deployed millions of CFLs in the Mexican market, the company is now striving to understand customer repurchase behaviour. The company executives are struggling with product, technology, and distribution issues. Their primary task is to develop an appealing marketing strategy and a tactical plan in the context of reduced budget and sceptic customers.

This study's task is to enhance student's ability to perform functional marketing analysis; to frame issues according to a given business model to solve the problems that organizations face in developing innovative products; and to propose alternate courses of action and formulate competitive marketing strategies.

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 purpose of this paper is to investigate the economics of supplying energy needs for illumination requirements by hawkers using alternatives like compact fluorescent lamps battery lamps, liquefied petroleum gas mantle lamps or supply from mini‐grids supported by local diesel generators. Further, the prevailing business models like the lamp rental and the mini‐grid models, which epitomise informal electricity markets, are also analysed.

Three localities in Kanpur city are identified and data on techno‐economic characteristics of illumination options used by hawkers are collected. To compare the available options with varying capital life‐span, equivalent annual cost approach is utilized. This is used to calculate the levelised cost of 1 kiloWalthour energy used for providing illumination.

The daily user cost of illumination ranges from Rs 6.1 to 17 (for four hours) across the four existing models studied in the paper. This translates to Rs 31.3 to 312.5 per kWh of electricity use. The technology choice by hawkers is influenced by lack of initial capital and inconvenience associated with cheaper options than overall economics of the alternative option is found.

The paper highlights the absence of financial and institutional intervention that can help significantly reduce the cost of electricity access by such users and also help adoption of greener options like solar lanterns or solar battery bank charging stations. A practical solution may include a greater role of micro‐finance institutions. Greater awareness and capacity building needs of local entrepreneurs as well as of end‐users also need attention.

This is perhaps one of the few attempts to unravel the informal electricity markets in India and help identify issues that need attention so as to address needs of millions of consumers at the margin of the electricity grid in the country.

The functions of lighting Lighting is provided in a building to fulfil three basic functions:

Marketing.

MBA/Postgraduate.

The case describes the situation faced by a sales manager of a commoditized product in a tough and competitive market. Aileron Consumer and Lighting Group (ACLG) was among the top ten fast moving consumer goods (FMCG) companies in the country while also being among the fastest growing companies in India and had a diverse portfolio ranging from trade lighting to commercial and institutional lighting. Sunil, the sales manager, after his training found himself in the Budhwar Peth market in Pune, Western India where he was expected to find a way to increase sales of compact fluorescent lamps (CFLs). The product was undifferentiated and the competition was extremely strong with large allocations to advertising and dealer support. Sunil realized that his only hope for achieving his sales targets was to organize a sales promotion. His team and he came up with three options for sales promotions – two trade promotions and one consumer promotion. Sunil had to make the right choice of sales promotion for his market and the situation he found himself in.

This case is well-suited for courses in sales and distribution management, marketing channels, sales promotions or promotion management. It can also be used in courses dealing with marketing strategy or integrated marketing communications. This case allows the instructor to discuss sales channel and sales promotion issues faced by sales managers in an Indian context.

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.