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Marketing, strategy.

This case is suitable for post graduate and executive development students.

The case provides perspectives of customer centric practices of Yes Bank which has the objective of becoming the best quality bank of the world in India. The case study outlines how Yes Bank has become the fastest growing bank by its strong focus on customers through its committed and innovative employees. The customer centricity develops strong existing relationships and focuses on providing exceptional customer service, leading to better financial performance.

These include: highlighting the characteristics of customer centric organizations; discussing how Yes Bank practised customer centricity despite the limitation of being a new bank with no experience; describing the key differentiators and comparing with those of other banks; and establishing the relationship between customer centric practices with financial performance.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Strategic marketing/marketing management.

Undergraduate and post graduate courses in the principles of marketing, strategic marketing, strategic management, services marketing and hospitability management.

This case focuses on the critical success factors of “Scandic” hotel chain by highlighting its road to becoming the leading hotel chain in the Baltic region. This case covers a wide range of situations in which strategic marketing decisions were made, for example, the Scandic Sustainability Fund, supporting initiatives to promote sustainable social development. Special attention is devoted to how the case company's business philosophy is implemented to identify and differentiate its customers, in order to sustain a customer centric strategy and develop long lasting relationships.

Following analysis of the case students should be able to: first, understand how marketing strategies can be utilized to effectively differentiate organizations from their competitors by capitalising on distinctive strengths, leading to the delivery of better value to stakeholders; second, understand how marketing strategy deals with the interplay of “the strategic three Cs” (customer, competition and corporation) in better satisfying customer needs; third, appreciate how companies operate within a given environment and the benefits of developing an environmental strategy.

Teaching note including lecture plan.

In this return on investment (ROI) for customer relationship management (CRM) case scenario, students must calculate the ROI for analytic CRM enabled by an enterprise data warehouse. The case is based upon a real-life consulting engagement with a major Fortune 100 telecommunications company. In this case the executive management team's strategic objective is to grow the customer base by 5 percent annually by customer acquisition. The internal rate of return calculated from the data given in the case is more than 800 percent for one year, and sensitivity analysis shows this is a robust projection, suggesting it should be funded without question. However, the strategy of the firm is customer acquisition in an environment of high customer churn. As a result of these dynamics, the revenues and net income of the firm are actually decreasing by hundreds of millions of dollars each year. A better solution would realize that the executive team has the incorrect strategic objective. Customer acquisition is the wrong approach in an environment of high customer churn and executives should focus on customer retention and cross-sell and up-sell to high-value customers. The case discussion therefore takes students beyond CRM ROI to focuses on the key strategic concepts of customer relationship management.

Students learn how to calculate return on investment (ROI) for analytic customer relationship management (CRM) initiatives. The case also discusses in detail the difference between operational CRM and analytic CRM. The case solution is relatively straightforward with a very good ROI. However, the true learning of the case is for students to understand the strategic context of analytic CRM and to question assumptions in any ROI model.

Mobile marketing.

Undergraduate and Graduate levels.

Driven by the ongoing evolution in mobile technologies and the increasing penetration of smart phones, the use of the mobile medium for marketing purposes is becoming more and more popular across industries. This case study presents an overview of the mobile marketing ecosystem embedded in the story of the transition of Turkcell from a traditional carrier into a leading mobile services provider. The aim is to familiarize the reader with the benefits and challenges of using the mobile medium for marketing communications and provide lessons from Turkcell experience for success in mobile marketing.

Develop a comprehensive understanding of the concept of “mobile marketing” and the current state of mobile technologies; develop a general knowledge of various types of mobile marketing applications; have a general knowledge and understanding of the consumer-centric value propositions of mobile marketing; gain a perspective on the nature and dynamics of mobile business environment and have the chance to examine real-market campaigns that leverage unique properties of the mobile medium.

Teaching notes.

The learning outcome is that it will help to sustain your startups in the ever-changing business environment especially in the context of emerging markets.

The present case is about Dilkhush Kumar from village Bangaon, India who developed a cab booking platform “AryaGo”, an innovative platform completely dedicated for rural road transport connectivity. AryaGo is the service line of Aryan Cabs and Rural Trans-solution Pvt. Ltd., a Startup founded in the year 2016 under Startup Bihar, a seed capital support scheme of State Government. The idea was to provide comfort, convenience, safety and affordability to all the commuters travelling from or within far-off villages. The biggest challenge during implementation in villages includes availability of updated geo-mapped images for app development and vehicle tracking. Company was foremost in providing the kiosk-based booking facility for its customers. It took the decision based on the profiling of customers and their preferred booking methods. When a customer booked a cab using IVR, they did not had access to app-based customer panel and hence they could not avail services such as, location tracking, SoS, real time tracking of vehicle. However, heavy invest in IT has put the company in financial stress and Kumar is wondering whether to expand fast or penetrate in the given target market. Should he re-design his business model so as it can really make a difference in terms of service delivery?

Post Graduate/ MBA.

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

Entrepreneurship, venture creation and business management.

The case is suitable for analysis in an undergraduates program specializing in entrepreneurship, business and management. The case could also be discussed in an executive development program on business ventures/business strategy/business management.

Since its inception in 1981, Abdul Rahim Al Fahim, CEO Paris Gallery decided that Paris Gallery would foray into French perfumes. At that time, he would have never thought that such a move would ever make him more than a shopkeeper. Now in 2016, Mr Abdul Rahim Al-Fahim has much to be pleased about the success that his organization Paris Gallery (Luxury stores in Dubai) has been able to achieve. He has been twice named as the Arab World’s most powerful retail sector entrepreneur. Certainly, it was his good fortune to be based in the great city, and his business venture has paralleled the exponential success of Dubai. As the concept of grand malls developed and flourished in UAE, Paris Gallery stores emerged and also prospered. Currently, Paris Gallery has 80 stores in the finest locations of the Middle East. This encourages family business owners in UAE to have ambitions for success and growth of their enterprises. This is especially true in a developing region that has rarely hosted such a high-end homegrown success story as Paris Gallery. The study of strategic positioning of Paris Gallery with a workforce of 4,000 employees and representing more than 550 international brands today shall help us in weighing the options of how businesses should proceed strategically.

The following insights could be elucidated by the case: familiarizing students with the business challenges in the retail industry in emerging markets such as the United Arab Emirates, and exploring future strategy options from the business growth perspective.

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 3: Entrepreneurship.

This case study outlined the strategic and organizational issues faced by an entrepreneurial firm operating in an emerging economy. While the traditional view is “more for more” and “less for less” with respect to quality and price, the medical devices sector demands “more for less” in an emerging economy such as India, i.e. the market demands quality products at affordable prices. This case was written to equip students with the knowledge of how entrepreneurs can overcome certain barriers and use technology to recognize and exploit an opportunity, using the Indian health-care industry as an example. The key learning outcomes for the case include the following:

• Entrepreneurs define their own market, come up with innovations and create a completely new market with suitable customer value proposition.

• Entrepreneurial opportunity recognition comes from being prepared, having prior knowledge of customers and the market and having a strong network.

• An entrepreneurial preference for error of omission or commission is the determining factor when deciding whether to exploit a recognized opportunity or not.

• Entrepreneurs exploit an opportunity by giving special emphasis on their entry and risk reduction strategy.

• A technology-based product with a combination of services that will create its own product ecosystem with data is the primary goal.

The Indian health-care sector is one of the largest sectors in India and incorporates the medical devices sector, and the heart monitor segment especially represents a huge untapped opportunity. India has the highest number of deaths because of heart disease in the world, yet there is no mechanism for affordable heart monitoring, which results in large number of deaths. As existing products are either B2B or unaffordable, there is an opportunity to leverage technology to come up with cgiq products similar to blood pressure and sugar monitors. However, there are certain challenges unique to the market and product. The case described how two young entrepreneurs founded a company called Agatsa and overcame certain challenges to create a credit card-sized ECG device and the importance of building an ecosystem in a new market. Some specific issues that the case posed included the following: will it be possible for Agatsa to come up with an ecosystem to monitor heart functioning and will that be accepted by the stakeholders in an emerging market such as India? Should Agatsa have a product-driven strategy or a data-driven strategy? Will Agatsa be able to find the right business model to create and capture value?

MBA in courses such as entrepreneurship development, new venture creation and entrepreneurship in emerging markets.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

Teaching Notes are available for educators only.

The learning outcomes are as follows: to understand the linkage between brand development and advertising/marketing communications plan; and to understand the critical role of branding for organizations and its clients against competition in a business-to-business environment.

The case presents a very dilemma faced by firms such as Bharat Oil Company in developing economies such as India. The public sector entities in India have always enjoyed state-vested power, authority and control. Employees in the organizations lack the appreciation for concepts such as branding and marketing communications. It is a similar situation with the case protagonist Deepak Dixit. The company has completed its first phase of marketing communications/advertising exercise for Prosell, the petrochemical brand. Deepak’s boss Aakash wants Deepak to prepare the marketing communications plan for the second phase of Prosell. Deepak’s meeting with the customers and line managers left him perturbed about the success of the first phase of brand Prosell. The case ends at a point where Deepak has to come up with a branding and marketing communications plan rather than an advertising plan. Research methods: this case is based on data gathered from primary interviews with the case protagonist (name disguised), five line managers and eleven actual business customers of the Bharat Oil Company. Secondary data has been collected from published reports and company website. The name of the company has been disguised.

Postgraduate, Executive, Undergraduate.

CSS 8: Marketing.

This case is used in the Marketing Analytics elective at Darden. A Sticks executive team is interested in opening a second quick-service restaurant in Richmond, Virginia. But before doing so, the team wanted to gain a better sense of who were Sticks' customers, which location would attract the best customers, and how to best connect with customers. An opportunity to gather survey data presented itself. Would the demographic and psychographic assumptions the team had gathered from talking to people in stores align with the survey answers? And what would the data suggest about where to locate new stores and about what marketing channels and messages to use to promote them?

Entrepreneurship in emerging markets; the planning of survival and competition strategies of small businesses run by entrepreneurs against well established larger brands.

The case can be used at the post graduate level in principles of marketing, entrepreneurship or emerging markets courses.

The case looks at the antecedents and process of transformation of a small-scale firm into a marketing-oriented organization, through the lens of holistic marketing. The case focuses on a small-scale Bangalore based Indian company, Vishaal Natural Food Products (I) Pvt. Ltd that had used the concept of marketing orientation and holistic marketing to effectively make use of the advantages of its “smallness” and the characteristics of its entrepreneurial setup.

How can an entrepreneur survive in a dynamic environment? How should the company conceptually finalize its growth avenues? How can holistic marketing have an impact on the entire functioning of the organization when radical changes to handle the environmental changes, are made? How does the concept of holistic marketing which in textbooks fits in with the complexities of large corporations when they plan their strategies, have an impact on the functioning of these small businesses. The case delves into the conceptual linkages posed by these questions.

Teaching notes are available, please consult your librarian for access.