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Case study
Publication date: 11 December 2023

Seema Laddha

After completion of the case study, students will be able to understand the putty industry, consumer behaviour for putty, comparative advantage of putty to different industries…

Abstract

Learning outcomes

After completion of the case study, students will be able to understand the putty industry, consumer behaviour for putty, comparative advantage of putty to different industries and within industry and market entry strategy for newly introduced product.

Case overview/synopsis

Putty market in India grew at a compound annual growth rate of 15% over the period FY07–FY20. Many organized and unorganized players entered the putty market since its introduction. Putty was invented by cement companies to increase offtake of cement which otherwise declined owing to reduced use of marble. Painters are purchasing putty to be used before the paint to improve the texture of the walls and to fill cracks. Therefore, to take advantage of distribution channels and dealers’ network, paint companies introduced putty. Consumers, who use putty to improve aesthetics of their home, have very less knowledge about putty. They depend on painter or contractor for it. XYZ colourant company wanted to enter the white putty market to use the market opportunity along with coloured putty for economic project where cost is the constraint. This case study culminates with the probing question about the peculiarity of industry where two different industries are involved for the same product. This case study is designed to understand the target consumers’ behaviour and the entry decisions of the company to the growing market.

Complexity academic level

This case study is designed for use in second-year management programmes, especially for the students of strategic management and marketing strategy courses.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 14 July 2022

Anagha Shukre and Naresh Verma

The case study is based on field research and also on secondary data. A primary survey is included in the case study. Simple frequency and factor analysis as statistical tools…

Abstract

Research methodology

The case study is based on field research and also on secondary data. A primary survey is included in the case study. Simple frequency and factor analysis as statistical tools have been used.

Case overview/synopsis

Family businesses, like that of Kiran Rai’s, owning a local Mom and Pop store in an emerging city were faced with a serious problem of sustaining their businesses. These family businesses countered immense competition from: their own types, i.e. from other local Mom and Pop stores within the same cities; online stores; and the organised stores.The choice of the customers to buy goods from the neighbourhood shops has remained largely as an age-old tradition in the households. With the millennials and the Generation Z (Gen Z) exposed to an array of brands, can they become the first choice of young customers for shopping for all kinds of products and varieties? Can the local Mom and Pop stores spread their wings across the young generations, particularly the Millennials and Gen Z through inexpensive social media channels? What are their growth options? How can the social media serve this purpose? The case uses the social cognition theory and the use gratification theory to throw light on the new concept of Social Shopping.

Complexity academic level

The case is meant to be discussed in courses like Fundamentals of Marketing, Digital Marketing and Retail Marketing in a 90-min session in the Post Graduate as well as in the Working Executives’ Management programmes. The case analysis will expose the students to the use of social media and its benefits to the small businesses. The students will also be able to analyse and understand the different types of Online Consumers’ Shopping Personalities. This would enable them to strategize for different stages in the decision-making processes.

Case study
Publication date: 13 December 2023

Shailavi Modi and Vedha Balaji

The case study has several objectives: to gauge the evaluation of the direct-to-consumer industry in the economy of India, to analyse the competition of the brands, to ascertain…

Abstract

Learning outcomes

The case study has several objectives: to gauge the evaluation of the direct-to-consumer industry in the economy of India, to analyse the competition of the brands, to ascertain the evolution of smaller direct-to-consumer (DTC) brands on the purchasing capacity of consumers, to analyse challenges in branding in Tier 2 and 3 cities and to evaluate the strategic branding decisions of Mamaearth.

Case overview/synopsis

During her pregnancy, Ghazal Alagh and her husband Varun Alagh, the co-founders of Mamaearth, were looking for some good and natural products for their baby’s skincare. However, she could not find products that were 100% safe. Hence, as a concerned mother, she started using a few hands-on home remedies for her baby, which were 100% organic, and then the idea clicked to her to start a baby care brand named Mamaearth, which later also included personal care products. The company started as a DTC/internet-first brand in 2016, which only used to sell products online without any intermediaries when it was still trying to make its way in the market and was aware of the stiff competition by giants such as Hindustan Unilever and Proctor & Gamble, who were ruling the market for decades. When the COVID-19 pandemic hit, the market saw a shift in consumer buying patterns. There was greater use of e-commerce touch points for shopping, as various digital platforms such as the official site of products, social media and mobile platforms were used by consumers during the pandemic, leading to digitalization in buying and digitalization of consumer shopping journey. These technology platforms were expected to play a substantial role in reaching and creating consumer awareness, transaction and retention post-COVID according to reports by Deloitte 2020. Moreover, such a shift in behaviour amidst the COVID-19 pandemic shot up sales of this DTC brand and made itself the big shot it is today, where they were looking to get into an initial public offering in just seven years of its launch. They re-evaluated their strategy, which helped them become the biggest brand in no time.

Complexity academic level

This case study is suitable for Doctor of Philosophy students.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 29 June 2021

Rihana Hoosain, Geoff Bick and Mikael Samuelsson

The case is particularly relevant for students studying elements of business strategy with an interest in strategic decision-making, competitive strategy, and growth strategy. The…

Abstract

Subject area of the teaching case:

The case is particularly relevant for students studying elements of business strategy with an interest in strategic decision-making, competitive strategy, and growth strategy. The case leverages several strategic frameworks taught throughout business courses and illustrates a real-world application of these frameworks to support sound strategic decision-making. Furthermore, the case examines the relevance of sustainable competitive advantage and the linkages to the appropriate growth strategy for a business. It is recommended that this case be taught once students have covered the applicable theory and frameworks in class.

Student level:

This case is designed for business administration students, in particular MBA, EMBA, speciality Masters, or executive education students.

Brief overview of the teaching case:

MWEB is a leading first-tier South African internet services provider, with an operating history spanning over 22 years. The MWEB brand is a household name across South Africa, seen as one of the pioneers of the internet industry and accredited with bringing the internet to ordinary consumers across the country. The state of competition in the market, however, has intensified and MWEB's traditional operating model has not evolved fast enough to meet the changing landscape. The market is in the midst of a price war, to which MWEB has responded by reducing market pricing and offering attractive deals, undercutting all its competitors. The results have been positive; sales have increased and churn has reduced, but competitors have already started to follow. The dilemma facing CEO Sean Nourse and his management team is how to accelerate growth in a highly commoditised market with intense competition while ensuring the long-term profitability of the business. The case encourages the consideration of the strategic decision-making process by analysing the competitive landscape, evaluating the options, and reaching a decision on the most viable growth strategy for the business.

Expected learning outcomes:

To analyse the competitive landscape and the forces at play

To conduct a competitor analysis, appraise long-term profitability in the industry, identify profitable strategic positions, and determine how MWEB may achieve and protect its competitive advantage

To identify and analyse the key parameters that, in combination, represent a company's business model

To critically analyse the contextual factors that are presented as business challenges, evaluating and understanding the impact and scale of these challenges

To critically assess relevant growth strategy alternatives for MWEB and analyse the viability of the alternatives presented

To conduct an informal valuation to determine a purchase price for an acquisition target for the business

Details

The Case Writing Centre, University of Cape Town, Graduate School of Business, vol. no.
Type: Case Study
ISSN: 2633-8505
Published by: The Case Writing Centre, University of Cape Town, Graduate School of Business

Keywords

Case study
Publication date: 1 September 2021

Heidi M.J. Bertels and David Desplaces

The case integrates frameworks on business models, the business model canvas (BMC) and Porter’s generic strategies in the context of the coffee industry in China. The case enables…

Abstract

Theoretical basis

The case integrates frameworks on business models, the business model canvas (BMC) and Porter’s generic strategies in the context of the coffee industry in China. The case enables students to construct a Business Model Canvas for competing companies, analyze the canvas to deduce the generic strategy they are pursuing, and formulate recommendations based on this analysis.

Research methodology

The case is derived from secondary sources, including publicly available reports and information about Starbucks and Luckin.

Case overview/synopsis

This case looks at Starbucks in China as it faces a fierce Chinese competitor and evolving consumer behavior. Luckin, a Chinese coffee store company, had seen explosive growth since its inception in Beijing in 2017. By late 2019, its number of brick-and-mortar locations surpassed the number of Starbucks’ coffee stores in China, which had entered the Chinese market two decades earlier in 1999. Luckin’s focused on convenience through leveraging technology and reducing costs by limiting physical stores. Although Luckin’s fortunes turned in March of 2020, after an accounting scandal came to light, Luckin’s success suggests that consumers were attracted to its positioning as a “fast coffee pickup and delivery” provider. The case describes Starbucks’ strategy in China, which it sees as an important long-term growth market. It also describes the strategic activities of fast-growing, Chinese coffee company Luckin and discusses Chinese culture and consumer behavior.

Complexity academic level

The case is written for undergraduate students enrolled in a business strategy or corporate entrepreneurship course. Given that the case centers on China, it could also be used in international entrepreneurship/business courses.

Details

The CASE Journal, vol. 17 no. 4
Type: Case Study
ISSN:

Keywords

Case study
Publication date: 31 March 2014

Anand Kumar Jaiswal, Sachin Kumar Singh and A Manu

The case deals with marketing research study undertaken to introduce a new product in the market. The company was planning to introduce Cerenity, a toilet seat sanitizer for women…

Abstract

The case deals with marketing research study undertaken to introduce a new product in the market. The company was planning to introduce Cerenity, a toilet seat sanitizer for women who frequently use shared restrooms. The case discusses the conclusive study undertaken involving quantitative marketing research. The research team carried out quantitative survey and collected the data. It applied various quantitative research methods such as factor analysis, multiple regression, cluster analysis and conjoint analysis for analysis the collected and drawing managerial inferences.

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: 24 September 2015

Renuka Kamath and Ashita Aggarwal

Marketing management, brand management, brand loyalty, brand consumer behavior.

Abstract

Subject area

Marketing management, brand management, brand loyalty, brand consumer behavior.

Study level/applicability

MBA program or the Executive Education program.

Case overview

Anubhav Jain, Marketing Head of Digamber Industries, is concerned about the national launch of Surya Gold tea. The brand had been doing well in Jabalpur (Madhya Pradesh, India) with almost 20 per cent market share. However, market reports suggested that retailers primarily pushed the brand and consumers had little loyalty for Surya Gold. Owing to lower repeat purchases, Jain had to spend large amount of money on consumer acquisition. For the national launch, a large base of loyal consumers was critical for business growth. He understood brand loyalty but found it a difficult proposition to relate from consumers' perspective. Market consultants were hired to conduct a qualitative research based on Susan Fournier's work on consumer-brand relationships. The case gives an account of conversations with professed lovers of tea to understand consumer behavior toward tea, including why people drink tea, how they choose their brands and what makes them re-buy or change brands. The case makes certain propositions around brand loyalty, which Jain had to decode to understand tea consumers in India, how brand loyalty develops and changes over time, and hence, how should he plan his marketing strategy. The case attempts to help students critique traditional definitions of brand loyalty, understand and evaluate the concept from consumers' perspective and highlight its importance in marketing strategy planning by explaining evolution, various types and intensity of brand loyalty.

Expected learning outcomes

The broad objective of the case is to strengthen participants' understanding of brand loyalty concept and also appreciate the importance and role of brands in consumer's life. The case can be used for MBA or executive education in brand management or consumer behavior courses. The specific objectives of this case are to help students appreciate the variations in brand loyalty across consumers and critically assess the traditional definition of loyalty, highlight the connection between the consumer personality and the brand attributes, help them understand how the concept of brand loyalty and brand relationship affects consumers' attitude and behavior, help students understand as to why brand loyalty develops and how it can be maintained and expose students to qualitative unstructured data and give them an experience of using it for managerial use.

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 enclosed.

Details

Emerald Emerging Markets Case Studies, vol. 5 no. 5
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 7 November 2019

Israel Kpekpena and Haiyan Hu

This case study applies the scanning of marketing environment (i.e. typology of marketing environments); strategic marketing planning process, involving SWOT analysis, growth…

Abstract

Theoretical basis

This case study applies the scanning of marketing environment (i.e. typology of marketing environments); strategic marketing planning process, involving SWOT analysis, growth strategies; and marketing mix (four ps).

Research methodology

This is modeled as a qualitative study. Primary data were collected through a phone interview with the key informants, and secondary data came from various publications such as government reports, news portals and company websites.

Case overview/synopsis

Ghacem was the first cement manufacturing company in Ghana and had enjoyed a monopoly for almost 33 years. The company offered a homogeneous product to an undifferentiated market from 1967 until competition began in 2000. New competitors promote the use of cement grade numbers on their product packaging to signal a better value, which intensified the competition. As the Head of Marketing of the company, Benny was asked to develop a marketing strategy for the company’s newly developed product for the company to remain competitive.

Complexity academic level

Undergraduate students taking Principles of Marketing.

Details

The CASE Journal, vol. 15 no. 5
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 10 April 2023

Ebrahim Mazaheri and Alex Yilmazer

One of the case writers worked as a student in the summer of 2018 in EnoLight, which provided the inspiration for the case. The first author is not tied to the company and…

Abstract

Research methodology

One of the case writers worked as a student in the summer of 2018 in EnoLight, which provided the inspiration for the case. The first author is not tied to the company and provides an unbiased perspective. The information presented in the case and the quotes were sourced from an interview with Farzad Moghiman in the Fall of 2018, email and phone follow-up with him, and information the second author remembered from his time at EnoLight, which was approved later by Farzad. Supplementary information was obtained from online sources, as cited in the case.

Case overview/synopsis

Farzad Moghiman, president of EnoLight, has a vision to revolutionize the use of light and bring it to the forefront of artistic designs. The company was founded in late 2016. Over a year was spent developing the business plan, finding additional partners, establishing the company as a limited partnership, finding and negotiating with suppliers and beta-testing its products. It is now time for Farzad to start selling as his funds, which were his lifetime savings, is running out. He knew the first decision to make was the target market. Identifying the first segment to target would help him select the distribution channel and other marketing plan elements.

Complexity academic level

The main objective of this case is to segment the market and identify the most attractive segment to target. This case offers an opportunity for students to segment both consumer and business markets and experience the significant impact of selecting the target market on other marketing mix elements. Furthermore, students are exposed to the difficulties of a start-up environment, resource constraints and a lack of market credibility – bearing these factors in mind while generating realistic alternatives. This case can be used in an introductory marketing course.

Learning objectives

1. Apply segmentation variables to segment both business and consumer markets and understand how segmentation and targeting impact other marketing decisions.2. Evaluate different customer segments to select the target market.3. Develop the best positioning strategy for a new startup company.4. Recommend an segmentation, targeting and positioning (STP) plan that meets the company’s financial objective.

Details

The CASE Journal, vol. 19 no. 4
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 6 December 2023

Mokhalles Mohammad Mehdi, Lubna Nafees, Tridib Ranjan Sarma and Farnaz Sultana

After completion of the case study, students will be able to understand general and specific challenges associated with carrying on a family business that faces market challenges…

Abstract

Learning outcomes

After completion of the case study, students will be able to understand general and specific challenges associated with carrying on a family business that faces market challenges including stiff competition from existing and newer players, understand the plywood manufacturing process and its supply chain management, understand the businesses operating in an organized versus the unorganized market, comprehend the marketing strategies adopted and identify a reasonable solution to address the challenges associated with the operations of a business.

Case overview/synopsis

This case study focuses on Gattani Industries (a plywood manufacturing company) located in the northeastern region of the Indian state of Assam. Headquartered at Cinnamara industrial zone of Jorhat district, Assam, the company began its operation in 1992 under the leadership of Makhan Gattani (Director). Gattani Industries catered to both residential and commercial demand. Its clients included the departments of central and state governments in India, public sector undertakings and civil contractors. The company had a wider distribution network across the country and adopted the one- and two-level marketing channels to reach consumers. It aimed to sell its products through dealers across the cities in India. However, in December 2019, Gattani faced the challenge of developing a growth strategy to overcome competition and use the upcoming market opportunities for business growth in the diverse and complex environment that existed in the country.

Complexity academic level

This case study is designed for use in graduate or undergraduate programs. This case study can be used in strategy, supply chain and marketing courses at Bachelor of Business Administration and Master of Business Administration levels.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

1 – 10 of over 1000