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Marketing

Primary target: Marketing and communications undergraduate students, especially coming from emerging countries. Secondary target: MBA students studying Principles of Marketing, Integrated Marketing Communications (a similar version of this case, has been used for the MBA students at Yeditepe Univ. Istanbul, Turkey in the “Strategic Marketing and Management” course. The submitted case is an expanded version, with the 2008 crisis data added, as well as being tailor-made for the Emerald Emerging Markets Case Studies).

Global brands are all around us but the true winners are global brands with a local touch in every market they operate. However, this is easily said than done. This case looks into a well-known global carbonated drinks brand in Turkey and what it has done to become a true global brand with a local touch, especially at hard times when the country was facing a major economic crisis in 2001, and then later in 2008 during the global crisis. In this case, we see how this international brand reacted under these harsh circumstances, what they have done to be able to move closer to the hearts of Turkish consumers. We also see the importance of continuation of marketing and communication efforts for brands when economic conditions are not so good. Consumers are quick to respond to brands which keep talking to them, keeping the dialogue channels open and give those brands credit long after the crisis is over. Brand M sets a good example in this regard, showing how research can be used for setting tangible measures. The questions posed: How could market research help an international brand to move closer to its local customers? How should international brands act when economic conditions are not that promising? How could a brand be built upon learned knowledge in one economic crisis to the other? The case tries to answer these questions based on an emerging country experience, showing ways of becoming a global brand with a local touch.

To show the importance of branding and market research findings for an international brand while operating in a local market. Although it is iterated that consistent, continuous and sustainable communication is important for brand's marketing, in general advertising budgets are the first to be cut when economic trouble sets in. This case will help in showing that brands which choose to continue advertising during economic crisis actually make long-term marketing investments and this will be exhibited with the help of market data obtained from an emerging country. The case also sets an example on how the message given should be adopted to the current economic conditions. To simulate difficulties of being an international brand with a local touch. Although it is common knowledge that decision-making in business life is crucial for the continuation of business, we do not come across many cases showing us volatile market conditions, coupled with drastic changes taking place in the economy overnight. This case sets out to do that, based on an emerging country example. On the other hand, 2008 global economic crisis showed us all that today's global managers should be better prepared for such sudden changes wherever they may be based.

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The case would be specifically useful in courses related to Corporate Governance, Board Dynamics, Leadership, Organizational Behaviour, Corporate Ethics and Strategic Management.

For Post-graduate/Doctoral and Executive Programme/Management Development Programme level courses in Corporate Governance, Board Dynamics, Leadership, Organizational Behaviour, Corporate Ethics and relevant areas of Strategic Management.

The case relates to the imminent departure of Raamit Pell, the founding CEO of Xcelent Services, an educational service provider, to his parental organization at Kozerton after completing his current five-year term. Raamit had moved from Kozerton to become CEO of Xcelent Services. Many of Raamit’s senior executives at Xcelent were not happy about his decision to return. They felt that his departure at this moment might, on the one hand, slow down the ongoing major expansion plans and on the other aggravate a mutiny, under covert Board patronage involving a powerful clique of certain senior executives. The parental agency finally agreed to release him. On the day of Raamit’s farewell, where surprisingly even the clique members were present, many executives appeared sad. Observing the mood, Raamit wondered whether his decision to return to Kozerton was the right one.

To understand the internal governance, leadership and behavioural environment of a company. To understand the impact of internal power equations of a company on the morale of its people. To analyze both the inconsistency between the stated goals of the organization and the revealed actions of its top decision-makers; and the lack of restraint on the power struggle among the top actors of the organization. To identify effective strategies for addressing such issues in future so that their fallouts would be minimized. To relate the behaviour in an organization to the organizational behavioural theories related to leadership, corporate governance, corporate ethics, managerial behaviour and agency problems.

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CSS 11: Strategy.

This article is a continuation of the article entitled “A Primer on Case Reviewing” published in The CASE Journal, Volume 1, Issue 1. Used in conjunction with the article “Case Research and Writing: Three Days in the Life of Professor Moore”, this article should help both case writers and case reviewers understand the critical elements of what a reviewer should look for in the case and the teaching note.

Cristo Rey St. Martin College Preparatory (CRSM), a school with a unique educational model, has built a culture of accountability and student achievement. Founded in 2004 with a mission of serving “young people of limited economic means,” the school had a rocky start. It was plagued with student failure, high teacher turnover, and a total lack of accountability on the part of both students and teachers. In 2008, a new principal, Michael Odiotti, was hired to turn around the school. During his early years as principal, Mr. Odiotti faced many challenges, including poor academic results, lack of discipline, the threat of bankruptcy, and insufficient employers to support the school's work-study program. By 2018, the school had overcome some of these obstacles, and its metrics were exemplary. The question CRSM currently faces is how it can bolster a new culture of continuous improvement to avoid complacency while continuing to push accountability to achieve even greater results.

This case (though it may stand on its own) is a continuation of the events described in “Creating a Culture of Empowerment and Accountability at St. Martin de Porres High,” Cases #5-410-755(A) and (B) (KEL514 and KEL515) (Kellogg School of Management, 2010).

The case is a continuation of the series of articles, written in the form of a case, that focus upon various issues relating to case research, writing and teaching with cases. In this article Professor Moore and the other fictitious characters, confront the difficulties that he had experienced grading student case analyses. In discussing the situation with his department chair Gloria Gorham he learns much about the origins of grading and the various methods of evaluating student work. At a later date other colleagues, Chris Anderson and Dave Berger, are brought into the discussion expressing their views and providing rubrics for use in grading student case analyses.

Odds & Edge, a micro venture based in Ahmedabad, India, has created a niche for itself in the affordable designer wear segment. Covid-19 induced lockdown pushed Odds & Edge to the brink of collapse. And because of the severe cash crunch partners need to take a call regarding the continuation or closure of the venture. The case is intended to be discussed in an entrepreneurship class for post-graduate level participants. The case setting is inside Odds & Edge and it was May 01, 2020, when Ms Jheel Jain - a partner & the protagonist, needed to decide the future of the venture. Participants will have a brief understanding of entrepreneurial traits and will also learn about the Ansoff Model of expansion in case of continuation and the different exit choices for an entrepreneur. As Odds & Edge operates in the fashion industry, students will be able to understand the concepts such as Ecopreneurship, Circular Economy, and Trashion. The case follows through the background of Ms Jain, the ideation stage, and the players in the Trashion Industry. It then moves on to the operation of Odds & Edge narrating the process, products, and partners of the venture. The case ends with the decision dilemma for Ms Jain i.e. should she continue? If yes then how could Odds and Edge expand & grow? Or Should Jheel surrender and exit? If yes then what are the probable exit choices for her?

1. to understand the concept of Ecopreneurship, Circular Economy and Trashion; 2. to identify and discuss common entrepreneurial traits; 3. to analyze the Ansoff Matrix for exploration of various expansion/growth strategies; and 4. to understand different exit strategies available to an entrepreneur.

The case is intended to be discussed in an entrepreneurship class for post-graduate level participants.

Teaching notes are available for educators only.

CCS 3: Entrepreneurship.

The case describes the structure of Infrastructure Investment Trusts (InvITs) created and launched in Indian markets in 2017. Besides introducing InvITs and their potential role in relaxing the financing constraint created by the lack of an active corporate debt market in India, the case can help in analysing why the market is discounting the IndiGrid unit price relative to its issue price. It also offers an opportunity to value IndiGrid's Patran acquisition.

To enable the students to appreciate the importance of the retail business environment and identification of opportunities set in the context of an emerging market. To make students understand how a value proposition (product) is crafted in a retail organisation. To introduce the technique of developing a service blueprint for designing the retail consumption experience. To induce students to analyse on what criteria should retail business models be evaluated. To introduce the students to the concept of omnichannel retail strategy.

The case is about a value-retail chain We Mart India facing the sudden lockdown situation in April 2020 because of the Covid-19 pandemic hitting India. Shailesh Mehta, the Chief Operating Officer of We Mart is wondering what he should do post the lockdown to bring back the retail chain to its pre-Covid fast-paced growth of 25% YOY in June 2019. We Mart focussed on physical stores as a part of its strategy with an emphasis on the in-store experience. The company catered to the aspirations in fashion for the youth through a series of fashion apparel and accessories in Tiers 2 and 3 cities. The company had grown successfully in two decades and had expansion plans for 2020, which now seemed hazy because of this unpredicted biological disruption impacting businesses. Mehta’s worries were intensified by the change in the consumer trend that was witnessing a shift from offline to online. He wondered about how to incorporate this change and also realign the corporate growth plans in amidst of a challenging situation. To add to his woes were thoughts about established competitors online already apart from the existing offline ones. Research methods: This case is based on primary and secondary data gathered through interviews and publicly available secondary sources. The name of the company and protagonist have been disguised.

The case is suitable for post-graduate (masters in buisness administration) level courses on retail management. The length of the case enables the participants to even read in the class.

Teaching Notes are available for educators only.

CSS 8: Marketing

Management, Information technologies.

Courses at the senior university level in social and organizational sciences.

This case aims to observe modes, levels and specific problems in application of information technologies in informing, information sharing and collaboration as important aspects in ensuring quality in control of the processes that occur at school. Some deficiencies in application of information technology within these processes have been identified and alternatives to solving them have been offered. The discussion concerning the solutions was performed according to the parameters that were singled out as important in the analysis of the problems. A school that is recognized in Zlatibor region and elsewhere in Serbia for its advanced development tendencies was selected for the case study. The proposed solutions are practically applicable in any work collective.

Modern management strategy in education; the importance of process management in insuring quality of whole management system; the importance of implementation of modern information technologies in school management system.

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Marketing Management.

BBA Students of Marketing Management.

The brand ⇓Dentonic” by Ala Chemicals was originally launched as a tooth powder meant for the middle and lower socioeconomic classes. The tooth powder was a hugely successful product. Dentonic tooth powder held the highest market share in the category at 80 per cent in the 1990s. However, the tooth powder market in the urban areas is declining and consumer preference is slowly moving to toothpastes. Although tooth powder is still used in the rural areas, some toothpaste manufacturers have extended their reach at the lower end of the market offering consumers “value propositions” in the shape of toothpaste at the comparable price of tooth powder. The market for dental cleaning products has seen a shift in terms of young consumers switching from powder to the lower-priced toothpaste brands. The company Ala Chemicals did not want to sit back and face a declining tooth powder market. Therefore, they launched a premium quality toothpaste by the same brand name, Dentonic, and made efforts to penetrate the premium segment of toothpaste. However, the marketing strategies did not have the desired effect and the company was unable to get consumers to accept Dentonic as a premium toothpaste. Although Ala Chemicals indulged in promotional spending, using social media, offering a high-quality product and making it accessible with competitive prices, somehow they were unable to create the required pull.

This study provides an example of how “over positioning” of a brand can be an impediment in the case of a brand extension, especially when a lower end brand is positioned as a premium brand. It is also meant to show that the product concept alone cannot lead to marketing success and consumer acceptance. It also exposes students to the requirement of creating a Unique Value Proposition in a brand and the difficulties of pursuing a segment invasion, without considering the entry barriers, and the marketing strategies/positions of competitors.

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