Search results

Strategic Marketing Management. This case is also relevant for discussion in other courses like brand management.

Postgraduate Management students.

Just before the official launch of “no-negative” news edition by Dainik Bhaskar Corp. Ltd, there was widespread speculation that the group was risking too much by going against the set convention of the newspaper industry. The common belief in the industry was “If it bleeds, it leads” and “good news is no news”. While endeavoring to do away with this perception, the management needed answers to questions like “Would it really be an attractive proposition for the readers?”, “Was the group compromising the role and responsibilities of press in presenting the truth to the world?” and “How would it add value to the brand?” The entire debate was pivoted around the sustainability of positive marketing strategy and “Is it a good idea to go forward with No Negative?” For decades, Dainik Bhaskar was known for its strategy of capturing untapped markets or denting into monopolistic markets and become a leader. This case is an odyssey of moving away from the “me-too” to category (positive newspaper) positioning. The main objective of this case is to build the concept and rudiments of positive marketing in practical perspectives using the backdrop of the Hindi newspaper industry and its largest player breaking the myth “only negative news sell”. Besides this, the case also evolves the process of institutionalizing positive marketing in organizations.

The primary objective of teaching through this case is to make students aware and understand the emerging strategy of positive marketing and its ability to break through the present clutter in the market. It also elaborates on how companies can use this tool for differentiating themselves from others.

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.

The learning outcomes are as follows: understanding issues involved in the employee motivation, particularly those engaged in social change and development in emerging economies; develop insights into how to motivate team members by drawing on relevant theories of motivation; and orient students towards the application of these theories in the organization.

Resource cell for juvenile justice (RCJJ) was initiated as a field action project at the centre for criminology and justice, Tata Institute of Social Sciences with the objective of working on issues of children with a special focus on juveniles in conflict with law (JCL). RCJJ aimed at highlighting the socio-legal issues of juvenile children who were in conflict of law providing aid to these children and their families, and working towards their eventual social reintegration. RCJJ also trained stakeholders in the juvenile justice system and facilitated rehabilitation and social integration of JCLs as directed by the juvenile justice boards (JJBs). RCJJ had teams at six places within India. These teams worked with various government institutions, parents and JCLs to eventually effect change in the conditions of JCLs. The social workers engaged by RCJJ had a challenging task of facilitating social integration of the children, in coordination with the police, JJBs, families and lawyers. They had to actively manage help desks at the judicial observation homes where JCLs were housed. The social workers were under great stress because of antagonism from lawyers and police. The JJBs were prejudiced against them for being “outside watchdogs”. This resulted in high demotivation and attrition among employees. Jyoti Mhatre, project manager, interviewed past and present field workers to gauge the extent and reasons for demotivation. This intervention highlighted the positive and negative aspects of the organizational culture and the stress points that were causing demotivation. The situation was alarming and Jyoti had to develop an action plan to improve the motivation of the social workers to bring down the attrition.

Courses in human resource management, organizational behaviour and general management as part of masters-level programmes in business administration and management, and executive development programmes on employee motivation for middle/senior management.

Teaching Notes are available for educators only.

CSS 6: Human resource management.

It is expected that students enhance their awareness of businesses’ role in human rights protection as a key factor in their corporate social responsibility (CSR) engagement and core objective achievement, as well as understand the effects of gender-based violence on organizational performance and identify and develop policies for a socially responsible strategic plan for effective communication with current and potential stakeholders.

The case of AFF Consulting Group in Mexico illustrates the challenges that firms face when doing business in an environment riddled with inequality and gender-based violence. The firm is challenged with developing a socially responsible strategic plan to ensure effective communication with stakeholders. The case has been developed as a narrative to demonstrate the intricacies of internal dynamics and discussions, which lead to strategic planning and decision-making.

The case study illustrates the challenges of business dynamics in an emerging market. It is applicable, especially, for undergraduate and graduate students in management studies related to CSR, ethics, human resources, collaborator management and human rights.

Teaching notes are available for educators only.

CSS 11: Strategy.