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Marketing.

This case can be used in an international marketing course or module, at executive or MBA level, and is particularly suitable as a case on global branding.

MTN was launched in 1994 as a leading provider of communication services, offering cellular network access and business solutions. After building up a successful operation in South Africa, achieving a market share of some 38 per cent (second only to Vodacom, the dominant mobile telecommunications provider), the group began its expansion into the rest of Africa in 1998. It was the first South African cell phone network operator to do so. The objective of this expansion was, despite the uncertain political and regulatory environment, to take advantage of the market opportunities in Africa, given its underdeveloped telecommunications infrastructure and the transferability of MTN's skills into other African countries. At the time of the case (June 2005), MTN had established itself in eight different African countries, with a subscriber base of 14.3 million in South Africa and 2.9 million in the rest of Africa, with plans for further growth in the territory and elsewhere. As a result of this international expansion, a major challenge was to ensure consistent branding in the different countries.

The expected learning outcomes are: to explore the challenges of international expansion into new markets; to understand global brand building strategies, how to create a consistent identity and how to build a services brand; to understand the challenges of implementing a marketing change strategy across different countries with different cultures and with employees with different agendas and to highlight the importance of people in providing a service and in delivering the brand promise.

Teaching note.

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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This case tackles the diaper industry in a developing country and can be applied to three different undergraduate or graduate level courses, including Marketing Management, Strategic Management, and Operations and Supply Chain Management. The case describes the industry, the manufacturing process, along with detailed information about Novatis Group's business and functions and the overall improving economic environment in Morocco.

The Novatis Group case has several objectives that can be applied to three different courses within undergraduate and graduate studies including Marketing Management, Strategic Management, and Operations and Supply Chain Management.

The case focuses on Novatis Group, a diaper manufacturing company located in Morocco which competes against multinational companies (MNCs) such as Procter and Gamble and Kimberly Clark in order to satisfy the rising diaper needs of the country. Morocco is a developing country that is strengthening its manufacturing industries. The rising economic conditions have given way to a growing middle class and an increased demand for disposable baby diapers. Novatis uses two distribution channels for the diapers: the multi-tiered distribution channel and the streamlined (straight to retailer) channel. Novatis Group is producing diapers at full capacity; still demand has exceeded supply.

Students will understand the business processes in a developing country and how a small, local company can compete against large MNCs.

Teaching notes are available, please consult your Librarian to access.

The case study offers interesting learning possibilities and offers the following learning opportunities to the learner. assess and conduct a macro- and micro-environmental analysis, comprehend the nature of the competitive landscape and how it changes when one looks at a digital-only versus an omnichannel marketplace, examine the product mix and policy of the firm and evaluate how it delivers customer value and analyse the pros and cons of growth strategies available to a firm and arrive at a viable and actionable future business and product strategy.

The short case study presents the story of a young start-up called Country Delight. The firm began operations in 2011 and was the brainchild of Chakradhar Gade and Nitin Kaushal. The direct-to-consumer firm addressed urban consumers’ non-articulated, latent need to get “fresh and uncontaminated” milk to their doorstep. Country Delight delivered farmer-to-consumer fresh cow and buffalo milk and milk products based on a well-designed and efficient value chain where the supply chain was either wholly owned or quality monitored by the firm. The firm began operations in India’s National Capital Region and was spread across 15 metro cities. Slowly, over the years, Gade and Kaushal added more product categories.Country Delight had a subscriber base of around 500,000, and the ambitious duo wanted to double their subscriber base and reach one million subscribers by financial year 2025. The firm was looking at various paths to achieve this number. Should Country Delight expand into new geographies? Or look at adding to the existing product portfolio? Diversification into agritourism, like the Pune-based vineyard – Sula, also looked attractive to build consumer engagement. Would taking the consumer to the farmers from whom they sourced the milk and vegetables contribute additional revenue to Country Delight and their farmer-suppliers? As the firm got ready to raise another round of funding, it needed a well-articulated growth strategy that was exciting and profitable for all stakeholders.

This case study presents the dilemma entrepreneurs face as they look at the next phase of growth. Thus, this case study serves as a learning opportunity for a graduate-level course in management and as a sounding board for those who aspire to enter the start-up space. Though this case study has the potential to illustrate basic concepts such as value chain and macro- and micro-environment analysis, the protagonist’s dilemma and the problem statement make it apt for integrated discussions that are critical in advanced electives in marketing management.

Teaching notes are available for educators only.

CSS 8: Marketing.

By early 2009 Starbucks had nearly 17,000 stores worldwide, with about a third of these outside the United States. Despite multibillion-dollar annual revenues, the giant coffee retailer's yearly growth had declined by half, quarterly earnings had dropped as much as 97 percent, same-store sales were negative, and its stock price was languishing. Factors such as a global economic downturn and increasing competition in the specialty coffee market from large players such as McDonald's and Dunkin' Donuts had driven this decline, resulting in the closings of hundreds of domestic stores already, with many more planned. Founder Howard Schultz, who had recently returned as CEO, and his executive team were convinced that Starbucks's growth opportunities lay overseas, where the firm already had a strong foothold in markets like Japan and the United Kingdom and was preparing to open hundreds of new stores in a variety of locations. But recent international challenges, including the closing of most Australian stores due to sluggish sales, made clear that Starbucks had more to learn about bringing its value proposition—a combination of premium coffee, superior service, and a “coffeehouse experience”—to foreign soil. The key question was not whether Starbucks could transport its value proposition overseas, but how the value proposition's three elements would play in recently entered and new markets. And the stakes of making the right international moves rose with each U.S. store closure. Schultz and his team also faced a broader question, one that applied to both their U.S. and foreign stores: Could they “grow big and stay small,” remaining a huge retailer that delivered both high-quality products and a consistently intimate and enjoyable experience to consumers worldwide? This case presents this challenge in the context of Starbucks's history, well-established value proposition, and domestic and international growth and vision.

The key objectives of the case focus on the successful growth of local city brand, to a country brand, to a global brand, leaving the questions: 1. How much more can it grow? 2. Can it? 3. What is the impact of new competitors in a given market and/or the impact of the global economy on discretionary spending by a loyal customer base? 4. How important is it to the sustain a brand's core value(s) proposition when innovating for new audiences and customer preferences?

This case can be used in management of international business courses to illustrate the analysis of market attractiveness, the importance of fit between firm capabilities and market requirements, and the effects of multimarket competition. It describes the international expansion challenges facing EAC Nutrition, the infant formula division of a Danish conglomerate, in early 2002. Growth in EAC's core markets of Thailand and Malaysia has stagnated and EAC is contemplating three expansion options: entry into India, geographic expansion within China, and product line expansion in existing markets.

Marketing, brand management, promotion management and corporate social responsibility.

Undergraduate and postgraduate.

How does the “country-of-origin” issue affect brands, and what do brands need to do? The case of unique and small corporate social responsibility (CSR) programs and their impact on creating brand awareness.

Aamer Khan, Managing Director Hafet Electrical LLC, the sole distributor for of Haier in United Arab Emirates (UAE) was reviewing their half yearly results. Among the more unconventional strategies they had adopted was one where they used community engagement to get an insight into the local market and develop brand awareness as a caring top quality brand. The CEO of Haier, Zhang Ruimin stressed that “quality is and will remain the essence of business sustainable, whether in the past, present or future”. Aamer was evaluating the effectiveness of the strategy and considering its impact. Should he use a similar strategy next year?

This case deals with the “country-of-origin” issue, an important aspect in branding a key strategy of marketing. The Haier brand and its country-of-origin were investigated among the Emirati (UAE nationals) consumers. This was done as part of a capstone research project by Meerah, Sara and Azza at Zayed University, Dubai. Further, the group created a unique CSR program for the Haier, whereby they invited people to join them in a Walkathon to raise money for a charitable cause. Haier donated various products like refrigerators, air coolers and air conditioners towards this charity. By creating this event, the group raised awareness of the Haier brand among the local population.

What is:

• “Country of origin” (coo) in marketing and its effect on brands?

• The role of CSR in corporate marketing communication?

• The role of small events in building brands?

“Country of origin” (coo) in marketing and its effect on brands?

The role of CSR in corporate marketing communication?

The role of small events in building brands?

Teaching notes.

This teaching case focuses on the field of marketing, particularly, the situation of building a global brand as small and medium-sized enterprises (SME) internationalizing from an emerging market.

It is recommended for postgraduate and post-experience students, for example, in MBA programmes and executive education courses.

This teaching case focuses on the field of marketing, particularly, the situation of building a global brand as SME internationalizing from an emerging market. It is recommended for postgraduate and post-experience students, for example, in MBA programmes and executive education courses. BOS Brands provides an interesting case on the internationalisation experience of a Born Global firm, particularly from an emerging market context. This medium-sized South African business develops, distributes and markets Rooibos-based beverages in Southern Africa and Europe, with eyes on a broader global presence. The case provides insights into the strategic decisions required to successfully take a medium-sized business into competitive foreign markets without the capital and support enjoyed by many larger multinational corporations. Among other issues, BOS Brands provides fertile ground to explore the selection of target country and entry mode, overcoming cultural and physical distance, opportunity recognition and the roles of networks and innovation.

The expected learning outcomes are to: analyse the decision-making process of the internationalising SME in terms of internationalisation factors, timing and phases and evaluation of potential target countries and entry mode options and launch marketing approach; understand the complexities of marketing in a foreign cultural and business context (including cultural and physical distance); and develop alternative marketing strategies for an entrepreneurial SME to grow internationally given limited resources.

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 teaching objectives of the case study are to provide students with an understanding of how strategic marketing tools are applied in an international marketing context and how brands, especially brands that come from emerging markets, are introduced and managed within modern versus traditional trade (e.g. ethnic shops).

This case illustrates the challenges and opportunities related to the introduction of a brand to a new market wherein the product (traditional coffee), although part of a very well-developed product category (coffee), may have been new to consumers in the new market. The brand itself, Zlatna džezva, is a flagship brand in its home country (Bosnia and Herzegovina) within a developing market. However, both the brand and the traditional coffee experience are relatively unknown to other markets. The case study focuses on Vispak’s CEO and CMO who are contemplating their next business move in the new market. Finally, the Dutch market and consumers are presented to facilitate the process of segmentation, targeting and positioning for students. The case study concludes with a task and dilemma for managers of the company.

This case could be used in a variety of undergraduate level classes, depending on what the instructor wishes to emphasize. The authors use the case for following courses: principles of marketing, marketing management and international marketing. In all courses, the case is allowing students to obtain the greater overview of the scope of the strategic marketing decision-making. Before starting with case analysis, students should have some familiarity with central marketing issues and concepts, specifically related to analysis of environment, segmentation-targeting-positioning, product and brand management.

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: analyze the risks and difficulties involved in the internationalization process and the impact of cultural variables (external analysis); understand how the balance between adaptation and standardization can be worked out in building a successful international marketing strategy (adaptation vs standardization dilemma); and analyze how a restructuring of marketing mix variables can shape an assertive and effective repositioning strategy (marketing-mix program).

The case of Vichy presents a specific internationalization process, from a European brand in a growing segment, to Brazil, a country with extreme cultural diversity where the barriers to internationalization are large and complex. The case can be analyzed from the point of view of brand repositioning, as it discusses the strategies adopted by the brand during entry into the Brazilian market, and its subsequent repositioning, bearing in mind a better adaptation to the market in question. The goal is to encourage discussions about how cultural barriers can influence the internationalization process of a brand and how the balance between adaptation and standardization can be worked out in building an assertive and effective international marketing strategy.

Master students.

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.