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Case study
Publication date: 20 January 2017

Eric T. Anderson and Vasilia Kilibarda

It is February 2011 and Brian France, CEO of NASCAR (the National Association for Stock Car Auto Racing), is facing a crisis. In the last five years, attendance at weekend NASCAR…

Abstract

It is February 2011 and Brian France, CEO of NASCAR (the National Association for Stock Car Auto Racing), is facing a crisis. In the last five years, attendance at weekend NASCAR races has fallen 22 percent and television viewership has declined 30 percent. Key marketing sponsors have recently left the sport. At the same time, the U.S. economy was only beginning to recover from an economic recession that had an adverse impact on the sport of auto racing as a whole. Some leaders within NASCAR counseled Brian that these trends in attendance, viewership, and sponsorship stemmed from the recession and that NASCAR should continue with business as usual. But Brian sensed that the industry needed fundamental change and that he, as CEO of NASCAR, was the one that must lead this change.

With Brian at the helm, NASCAR embarked on an unprecedented amount of qualitative and quantitative research to assess the strengths and weaknesses of the entire industry. At the center of this research was the NASCAR consumer. Highly engaged, enthusiastic consumers were at the heart of an industry business model that had been successful for decades. But in 2011, marketing within all of NASCAR needed to transform, as it was clear that consumers were disengaging with the sport.

As the consumer research results unfold, Brian and leaders within NASCAR must make tough choices and set priorities. The case focuses on four key areas in which decisions need to be made by NASCAR leadership: digital marketing and social media, targeting the next-generation NASCAR consumer, enhancing the star power of NASCAR drivers, and enhancing the consumer experience at NASCAR events. Focus group videos offer students a customer-centric deep-dive into these challenges.

At its heart, this is a case about great leadership and transforming marketing throughout an entire industry. A wrap-up video from CEO Brian France summarizes how NASCAR executives tackled the difficult questions posed in the case.

  • Understand how deep consumer engagement is at the heart of a successful marketing ecosystem

  • Analyze focus group videos to understand the needs of today's consumer

  • Prioritize the market segments that should be cultivated as the next-generation consumer

  • Understand how differing incentives within an industry are at the heart of many marketing problems

  • Analyze a complex set of problems and set and manage priorities

  • Understand the importance of leadership in a time of crisis

Understand how deep consumer engagement is at the heart of a successful marketing ecosystem

Analyze focus group videos to understand the needs of today's consumer

Prioritize the market segments that should be cultivated as the next-generation consumer

Understand how differing incentives within an industry are at the heart of many marketing problems

Analyze a complex set of problems and set and manage priorities

Understand the importance of leadership in a time of crisis

Case study
Publication date: 6 May 2016

Jyoti Kainth and Tanmay Mathur

Marketing Management, Product Management, Marketing Strategy.

Abstract

Subject area:

Marketing Management, Product Management, Marketing Strategy.

Study level/applicability

Bachelor of Business Studies, MBA, Executive MBA.

Case overview

The case throws light on the intensely competitive Indian passenger car market and its unique challenges faced by Hyundai Motors India Limited (HMIL). It tries to capture the evolution of this dynamic industry, which is characterized by regular product launches and re-positioning efforts. The students are expected to assess the performance of HMIL and the success of its positioning efforts through multiple quantitative and qualitative data points given in the case. The students need to come up with recommendations whether, amidst intense competition, Government regulations and changing consumer expectations, HMIL should launch new products in its portfolio? If, yes, in which segments? And what should be the guiding philosophy behind such product launches?

Expected learning outcomes

The case is expected to guide students: 1. in comprehending the various macro-environmental factors that has made India an attractive passenger car market to invest and operate in, to virtually all multinational players across all segments; 2. in analyzing how the passenger car market is segmented in India; 3. in assessing the product-driven segment-wise performance by HMIL specifically and organizations in general and what are its implications on decision-making; this is indicative of the brand portfolio management based on BCG Brand/Product Portfolio Growth Share Matrix; 4. in assessing the impact of re-positioning on the firms performance judged before and after the re-positioning efforts by the firm; 5. in analyzing the market potential of SUVs and MUVs in India and whether HMIL should launch new products/brands for these segments; and 6. in deliberating on the guiding philosophy in new product launches around the concept of “Consumer Perceived Value”.

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 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 6 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 7 November 2016

Michael M. Goldman, Mignon Reyneke and Tendai Mhizha

This case allows students to engage with classical marketing tenets of branding, media and communications decisions and content marketing within a management framework.

Abstract

Subject area

This case allows students to engage with classical marketing tenets of branding, media and communications decisions and content marketing within a management framework.

Study level/applicability

This case is appropriate for an undergraduate or graduate-level programme in marketing management.

Case overview

Suzanne Stevens was part of a group of four former senior employees of a large life insurance firm that decided to establish a new and innovative South African insurance company, BrightRock. They identified a gap in a large and highly competitive (albeit generic and opaque) insurance market and developed a distinctive positioning within the market. There was low consumer understanding of the technical aspects of life insurance products, and no existing life insurance product provided an individualized offering. Stevens developed the company’s brand and marketing strategy by drawing on reputation drivers, traditional advertising and a content marketing approach. BrightRock focused on change moments in consumers’ lives, including getting married, having children or getting a new job, and changed the standard insurance product model by launching an individualized flexible product that could adapt with the consumer through their various life stages. The case study documents the first three years of BrightRock’s operations, with a strong focus on brand and product development, distribution and communication. The case dilemma involves choices Stevens faced at the beginning of 2015 about marketing investments across paid, earned and owned media.

Expected learning outcomes

This study enables to critique the development of a services brand; integrate paid, owned and earned media to increase communication effectiveness and efficiency; and critique a content marketing strategy.

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 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 6 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 29 August 2017

G. Raghuram and Pooja Sanghani

Rivigo, a new entrant in the trucking business in India, believed that a new paradigm in the trucking/logistics industry could be brought about that would not only improve the…

Abstract

Rivigo, a new entrant in the trucking business in India, believed that a new paradigm in the trucking/logistics industry could be brought about that would not only improve the quality of service dramatically, but also upgrade a truck driver's lifestyle. While the industry faced driver shortage largely due to long stays away from home, Rivigo hoped to attract drivers by offering them roles which would bring them back home in 24 hours. Drivers would be part of a relay, handing over the truck at pit stops. Further, they leveraged an IT-enabled IoT platform on a fleet of owned trucks. All this revolutionized most of the traditions then followed in the industry. The entrepreneur and his core team comprised professionals from premium institutes of the country, with experience in professional organizations in related domains. By offering services like assured delivery at half the time and full shipment visibility, Rivigo had to charge a premium to market segments that would value this. The case raises the question of sustainability in the future.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 1 January 2011

Ramendra Singh, Pramod Paliwal and Sanjay Sakariya

Marketing-managing customer relationship, market positioning, target marketing, product strategy, distribution, retailing and supply chain management, integrated marketing…

Abstract

Subject area

Marketing-managing customer relationship, market positioning, target marketing, product strategy, distribution, retailing and supply chain management, integrated marketing communications.

Study level/applicability

Undergraduate and graduate students in international marketing; business administration; strategic decision making and general management courses.

Case overview

The case study focuses on the current scenario within the Indian automotive lubricants industry, in order to provide an understanding of the marketing challenges, especially in retailing and distribution, faced by organisations within this highly competitive sector. The case examines the implementation of marketing strategies into practice and provides an insight into the importance of branding, market segmentation, market positioning, product and pricing strategies and customer relationship management (CRM).

Expected learning outcomes

The case study enables the students to understand and analyse: the current business environment and dynamics of emergence in the Indian automotive lubricants market; the critical success factors for doing business in the Indian automotive lubricants market and the associated opportunities and challenges; the importance of distribution and retailing strategies in the Indian context; Izo's growth and expansion strategy in India; and Izo's sales management and CRM systems and there importance to the success of the business.

Supplementary materials

Teaching note.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 26 November 2014

Terrence C. Sebora, Michael Rubach and Richard Cantril

International Strategy

Abstract

Subject area

International Strategy

Study level/applicability

Undergraduate or graduate capstone course in strategy or international management course.

Case overview

Faced with increased competition at home, Sainsbury's decided to expand its international operations by entering Egypt. Sainsbury's initially created a joint venture with an Egyptian food retailer, but quickly increased its commitment by opening over 100 stores in Egypt. Sainsbury's dream of capturing the Egyptian food market faded as quickly as it was started. Due to declining profits, Sainsbury's eliminated its exposure in Egypt by selling its interests to its Egyptian partner. Sainsbury's first developing-country venture could be regarded as an object lesson in how not to operate. The company failed to properly investigate its market and its partners, and showed insensitivity to local conditions. Moreover, entering the Egyptian consumer business sector may have been ill-advised. Egypt, with a low gross domestic product (GDP) per head of about $1,300 and a population of 65 million, while having growth potential, is a daunting market. Why a poor and frequently disorganized country was perceived as having excellent growth potential was not addressed by Sainsbury's in its headlong rush to invest. The case should be interesting for students because it highlights a situation where a firm's international expansion efforts failed after the firm had success expanding internationally previously. Numerous reasons are presented in the case for Sainsbury's failure. The case highlights the multiplicity of issues which a company faces when it “goes global.” While Sainsbury's withdrew from Egypt, the case affords students the opportunity to evaluate whether they would have made the same decision by providing a discussion of the alternatives suggested by Sainsbury's Chairman.

Expected learning outcomes

The Sainsbury's case is capable of addressing several important teaching objectives: the case is an appropriate vehicle to demonstrate what can happen to a firm as it expands globally; students will gain more knowledge concerning why companies expand into foreign markets and the impact of cross-country differences in market conditions; the case presents the multifaceted complexities involved in globalization efforts and issues faced by companies concerned with global competition and global strategy; students should apply the concepts and tools of industry and competitive analysis; students should gain a better understand how to manage globally; students should gain an understanding of the challenges of globalization and global competition; students should gain a better understanding of the evolution of strategy as industry conditions change and new opportunities arise. As with any case study, students should learn to translate good analysis into appropriate recommendations for action.

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

Emerald Emerging Markets Case Studies, vol. 4 no. 8
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 23 May 2014

Virginia Weiler, Paul Farris, Gerry Yemen and Kusum Ailawadi

By late March 2014, the ridesharing company Uber was on a roll, rapidly expanding service to untapped markets and gaining new, enthusiastic customers, as well as a few vocal and…

Abstract

By late March 2014, the ridesharing company Uber was on a roll, rapidly expanding service to untapped markets and gaining new, enthusiastic customers, as well as a few vocal and visible detractors. Uber’s innovative organization of the supply-demand matching process produced eager customers who recruited others. Buzz marketing and aggressive recruitment of drivers augmented growth.

This case presents Uber as an example of a middleman adding real value for consumers and upstream suppliers (limo drivers). Unlike Tesla, which battled to sell cars directly to the public, Uber created value by adding a layer between limos and prospective riders, organizing the market for convenience and transparency for both sides. Where Uber stirred up the competitive equivalent of a hornet’s nest was with expansion from the livery car market into the taxi service market with UberX. The material allows for a lively discussion around disruptive digital technology and the firm’s business model.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Case study
Publication date: 24 July 2020

Caren Brenda Scheepers and Jill Bogie

The learning outcomes are as follows: to gain insight into the importance of location, in terms of spatial and temporal context and the capability of leadership to tune into and…

Abstract

Learning outcomes

The learning outcomes are as follows: to gain insight into the importance of location, in terms of spatial and temporal context and the capability of leadership to tune into and strategically adapt to context; to understand and explain the sharing economy and explain how the Uber business model fits into this new way of doing business; to evaluate how Uber South Africa has adapted its business model in the period of the COVID-19 crisis and discuss the nature of the business model innovations that is has made; and to understand business model for sustainability and how it differs from the general understanding of business models.

Case overview/synopsis

On 15 May 2020, Alon Lits, General Manager of Uber Africa was considering his dilemma of adapting their business model to the demands of COVID-19, without losing their core business model as a multi-sided technology platform business. Uber was asking their riders to stay home to ensure social distancing during the lockdown, rather than booking a ride with Uber. The question was how they could support their driver partners, while they were discouraging riders to make use of Uber. Uber had taken initiatives to create additional revenue streams for drivers. The case highlights how Alon Lits and his executive team prioritised the health and well-being of their Uber community and quickly adapted their technology to meet the evolving needs during the COVID-19 pandemic. They customised their offerings to the different needs in the seven Sub-Saharan Africa (SSA) countries in which they operated. Uber supported businesses by using the Uber-X sedan vehicles to deliver necessities like food, medicine and parcels to the frontline and poor communities. Uber globally offered their drivers in quarantine 14 days of financial assistance. Serving communities also involved offering free rides to women and children who were victims of domestic violence to get them to a safe space. The multi-sided platform technology business had to consciously adapt, to the “next normal” as the COVID-19 era evolved.

Complexity academic level

The case is most suitable for Post-Graduate Master’s level courses, MBA, MPhil in Corporate Strategy.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS: 11 Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 January 2011

Mukta Kamplikar

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

Emerald Emerging Markets Case Studies, vol. 1 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 6 July 2021

Lubna Nafees, Mokhalles Mehdi, Rakesh Gupta, Shalini Kalia, Sayan Banerjee and Shivani Kapoor

After completing the case, students should be able to understand: the importance and uniqueness of the individual market and developing a suitable marketing strategy. The concept…

Abstract

Learning outcomes

After completing the case, students should be able to understand: the importance and uniqueness of the individual market and developing a suitable marketing strategy. The concept of value creation and learn the importance of developing the right value proposition to compete and succeed in a market. The target audience and how to create the right marketing mix. Competition in a digital landscape and the importance of developing an appropriate strategy to counter its rivals and position the brand effectively.

Case overview/synopsis

During his visit to India in December 2019, Netflix’s founder and chief executive officer Reed Hastings talked about a series of steps the company had taken in the recent past to successfully face stiff competition and move towards achieving its stated target of 100 million viewers. These steps involved significant changes in their marketing mix such as reworking their pricing, developing a rich portfolio of Indian content and building various partnerships. Since Netflix’s launch in India (December 2016), it faced fierce competition from players such as Hotstar and Amazon Prime, both of whom had developed a rich portfolio of Indian content and adopted a very aggressive pricing strategy thus, making these changes essential. At the time of their launch, Netflix had set a very ambitious target of gaining 100 million viewers within five years (by 2021) while adopting a premium pricing strategy and positioning themselves uniquely based on their international content. They quickly learned that they would have to reevaluate their approach if they wanted to achieve their target on time. The changes announced by Hastings were an effort in that direction. The moot question was whether these steps would help Netflix India reach its goal. This challenge was further compounded by an almost 40% hike in data tariffs by three major wireless carriers considering most Indians watched over-the-top media content on their mobile phones.

Complexity academic level

The case is designed for undergraduates, as well as for fundamental marketing courses in the Master of Business Administration and other graduate level programmes. It can be taught in the Principles of Marketing, Marketing Strategy and International Marketing courses. It is ideal for topics such as understanding the operation of a digital business in a new market, customer value creation and value drivers, brand and brand positioning, product promotion, strategies for business growth and expansion, fighting competition in a digital landscape.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

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