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1 – 10 of 345Ila Manuj, Markus Gerschberger and Patrick Freinberger
Steel Corp has a large production capacity but a shrinking steel market in Europe. Reaching growing markets like China and U.A.E will be important to sustaining and growing…
Abstract
Steel Corp has a large production capacity but a shrinking steel market in Europe. Reaching growing markets like China and U.A.E will be important to sustaining and growing revenue but is tough due to higher transportation costs. In this case, users must identify and use logistics data; logistics customer segmentation and related cost analysis.
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Mohanbir Sawhney, Jon Nathanson, Oded Perry, Chad Smith, Sripad Sriram and James Tsai
Israeli entrepreneur and inventor Dov Moran envisioned the creation of a mobile device that was a small, stand-alone, fully functional mobile phone that could be slipped into a…
Abstract
Israeli entrepreneur and inventor Dov Moran envisioned the creation of a mobile device that was a small, stand-alone, fully functional mobile phone that could be slipped into a variety of enclosures, or “jackets,” that would provide added functionality and better reflect the personalities of its users. As the development of the Modu phone began to take shape, Moran and his team decided that to ensure the success of the new phone's much anticipated launch, Modu would develop and market the accessory jackets itself. The question now was which of the eight jackets to develop and what factors should be considered in making that decision. The case is about how to estimate optimal product-line extensions after accounting for experience curve and cannibalization effects of products that share similar features, cost, and price. This will require quantitative analysis that estimates the effect of the experience curve and cannibalization on cost, revenues, and ultimately, profit. The issue is how to optimize profits by choosing an ideal set of products.
Understand the importance of quantitative analysis in launching product-line extensions while taking into account demand and cost side interactions
Combine both qualitative and quantitative data in choosing a targeted segment
Reflect on the strategic and financial considerations in choosing a segment for a new technology product
Evaluate the implications of experience curve and cannibalization when introducing product-line extensions and their impact on the decision under consideration
Understand the importance of quantitative analysis in launching product-line extensions while taking into account demand and cost side interactions
Combine both qualitative and quantitative data in choosing a targeted segment
Reflect on the strategic and financial considerations in choosing a segment for a new technology product
Evaluate the implications of experience curve and cannibalization when introducing product-line extensions and their impact on the decision under consideration
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The owner of an independent coffee shop is looking for methods to improve the sales performance of his business. He has strong customer sales and service skills but limited formal…
Abstract
Synopsis
The owner of an independent coffee shop is looking for methods to improve the sales performance of his business. He has strong customer sales and service skills but limited formal business education. He believes his sales are growing but seasonal volatility in sales is affecting his profitability. The manager of the coffee shop is a college student and is attempting to use methods from her business courses to analyze the impact of Facebook Advertising on the sales of the coffee shop. On a busy Friday in May, they are meeting to make key marketing decisions.
Research methodology
This case is a field researched case. The author had full access to the owner of the business, meeting with him frequently over a two-year period. The business owner has reviewed the case to verify its accuracy.
Relevant courses and levels
This case is intended for use in undergraduate business courses in the subject areas of Business, Marketing and Social/Digital Media Marketing.
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Jochen Wirtz, Indranil Sen and Sanjay Singh
Marketing; customer segmentation; operations and logistics.
Abstract
Subject area
Marketing; customer segmentation; operations and logistics.
Study level/applicability
Undergraduate business and management students, MBA/MA level application for international marketing modules incorporating customer segmentation and customer asset management.
Case overview
DHL, the international air express and logistics company, serves a wide range of customers, from global enterprises with sophisticated and high volume supply-chain solutions shipping anything from spare parts to documents, to the occasional customer who ships the odd one or two documents a year. To be able to effectively manage such a diverse customer base, DHL implemented a sophisticated customer segmentation cum loyalty management system. The focus of this system is to assess the profitability from its customers, reduce customer churn, and increase DHL's share of shipments.
Expected learning outcomes
Case teaching objectives: to demonstrate the concept of customer segmentation with loyalty management as a total system in a logistics company setting, and to evaluate appropriateness of the classification; to utilize the concept of service tier model within the company's current operations, and to evaluate the effectiveness of the model; to analyze the implementation of the customer segmentation cum loyalty management system and development of the necessary rules required to classify the various accounts into categories; to highlight the possible challenges arising from the implementation of customer segmentation cum loyalty management system, and to discuss possible methods of resolution.
Supplementary materials
Teaching note.
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Mashael Al Marzooqi and Syed Zamberi Ahmad
This case study focuses on the problems that a company have in segmenting a local market of a gas distribution company and some strategies that they can use for developing a…
Abstract
Learning outcomes
This case study focuses on the problems that a company have in segmenting a local market of a gas distribution company and some strategies that they can use for developing a viable market segmentation to target the right segment that will provide a good economics, revenue base customers who also have the mindset to change to a new product. At the end of this exercise, students should have a clear understanding of the following: the essentials concepts of market segmentation, targeting and positioning and how they can be leveraged so that businesses increase their returns; the main elements/steps that drive market segmentation and business positioning; the appropriate methods for market segmentation when targeting local markets for a city gas project; and the challenges companies might face when changing a product.
Case overview/synopsis
In 2018, commercial customers began asking Abu Dhabi National Oil Company (ADNOC) Distribution to provide a sustainable solution to ensure a continuous supply of safe gas and avoid the interruptions and hazards associated with the supply of liquefied petroleum gas (LPG) to their premises. The request was discussed with the ADNOC marketing, supply and trading (MST) Division to investigate the possibility of growing the natural gas business in the Emirate of Abu Dhabi, thus contributing to the Emirate’s security, economy, environment and community, and ultimately to ADNOC Strategy 2030. Khaled Salmeen, Director of the ADNOC MST Division, believed that industrial customers accounted for higher business volume and profitability. Nevertheless, he advised Shuhab Al Shehhi, the City Gas Project Manager, to study the potential benefits in targeting both residential and commercial customers as part of ADNOC’s responsibility towards community engagement and investments. Al Shehhi had to address several questions: How could the City Gas Project be strategized and positioned so as to target all market segments? What were the potential outcomes? Would targeting all market segments strengthen ADNOC’s brand position?
Complexity academic level
This case study was written for Marketing and Strategic Management courses in Bachelor of Business Administration programs.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS: 8 Marketing
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Mohanbir Sawhney, Kent Grayson, Patrick Dupree, Christine Hsu, Ryan Metzger, Fuminari Obuchi, Arun Sundaram and Kari Wilson
Ontela, a technology start-up company, has introduced an innovative service called PicDeck that improves the mobile imaging experience for wireless subscribers. Ontela sells…
Abstract
Ontela, a technology start-up company, has introduced an innovative service called PicDeck that improves the mobile imaging experience for wireless subscribers. Ontela sells PicDeck to wireless carriers, who in turn private-label the service to their subscribers. Ontela must decide which customer segments it should target for the service and how to create a positioning strategy and a marketing communication plan to promote it. It must also consider the value proposition of the PicDeck service for wireless carriers (its direct customers), who need to be convinced that the service will lead to higher monthly average revenue per user (ARPU) and/or increased subscriber loyalty. Part A of the case provides qualitative information on customer personae that represent different customer segments. Students are asked to develop a targeting and positioning strategy based on this qualitative information. Part B provides quantitative data on customer preferences that can be used to identify response-based customer segments, as well as demographic and media habits information that can be used to profile the segments. Students are asked to revise their recommendations based on the additional quantitative data.
The case reinforces the principles of data-driven customer segmentation, discusses the appropriate criteria for selecting segments, and provides a deeper understanding of the benefits and drawbacks of different approaches to identifying and evaluating segments. The case illustrates how the results of data-driven segmentation may run counter to approaches that rely on “gut feel” or qualitative information alone.
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Mohanbir Sawhney, Kent Grayson, Patrick Duprss, Christine Hsu, Ryan Metzger, Fuminari Obuchi, Arun Sundaram and Kari Wilson
Ontela, a technology start-up company, has introduced an innovative service called PicDeck that improves the mobile imaging experience for wireless subscribers. Ontela sells…
Abstract
Ontela, a technology start-up company, has introduced an innovative service called PicDeck that improves the mobile imaging experience for wireless subscribers. Ontela sells PicDeck to wireless carriers, who in turn private-label the service to their subscribers. Ontela must decide which customer segments it should target for the service and how to create a positioning strategy and a marketing communication plan to promote it. It must also consider the value proposition of the PicDeck service for wireless carriers (its direct customers), who need to be convinced that the service will lead to higher monthly average revenue per user (ARPU) and/or increased subscriber loyalty. Part A of the case provides qualitative information on customer personae that represent different customer segments. Students are asked to develop a targeting and positioning strategy based on this qualitative information. Part B provides quantitative data on customer preferences that can be used to identify response-based customer segments, as well as demographic and media habits information that can be used to profile the segments. Students are asked to revise their recommendations based on the additional quantitative data.
The case reinforces the principles of data-driven customer segmentation, discusses the appropriate criteria for selecting segments, and provides a deeper understanding of the benefits and drawbacks of different approaches to identifying and evaluating segments. The case illustrates how the results of data-driven segmentation may run counter to approaches that rely on “gut feel” or qualitative information alone.
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Melodena Stephens Balakrishnan
Communication strategy, segmentation, branding, customer value, competitive analysis.
Abstract
Subject area
Communication strategy, segmentation, branding, customer value, competitive analysis.
Study level/applicability
Undergraduate and Postgraduate Business and Management; Hospitality and Tourism Management; and Communication Management Students.
Case overview
This case spotlights the Jumeirah Group an indigenous United Arab Emirates brand and a leader in the hospitality sector, managing iconic properties like The Burj Al Arab and Emirates Tower. This case focuses on the Chopard's Ladies floor, a full floor dedicated to women and managed by women. Jumeirah was the first to introduce this concept in the Middle East. The case highlights the challenges of maintaining a first mover advantage; adapting to change, developing a multi-pronged communication strategy and indentifying key target customers.
Expected learning outcomes
This case can be used to teach concepts from marketing management (segmentation, targeting, customer perceived value, the consumer buying process, and marketing mix); competitive strategy (environmental analysis, how to chunk down information from a macro-context to a micro-context; concept of synergy; benchmarking and choosing strategic groups; industry analysis) and communication strategy (setting a communication objective; choosing the communication mix, and building control measures).
Supplementary materials
A teaching note is available on request.
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Patricia Chew and Jochen Wirtz
Market development; market analysis; customer incentive programmes and segmentation.
Abstract
Subject area
Market development; market analysis; customer incentive programmes and segmentation.
Study level/applicability
Undergraduate Business and Management, MBA/MA Management.
Case overview
The Singapore subsidiary of AHL Insurance Corporation (AHL) was trying to expand its customer base through a “recommend-a-friend” programme. Ideally, the incentives would encourage the top tier customers to refer more friends to help AHL further penetrate the market and expand its customer base. Instead, the programme worked the reverse on these customers and referrals from “Apostles” fell. Ray Stevenson had to find out why this was so and think of a way to rectify the problem.
Expected learning outcomes
This case will enable students to analyse a business decision which ultimately proved unsuccessful to the point of adverse market reaction. Students will examine the reasons for this poor market perception; conduct analysis of field test data and provide managerial conclusions and recommendations identifying the correct course of action.
Supplementary materials
Teaching notes.
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Students discussing the case will be able to:▪ Evaluate and decide the marketing strategy that will best align the organizational resources and capabilities with the external…
Abstract
Learning outcomes
Students discussing the case will be able to:▪ Evaluate and decide the marketing strategy that will best align the organizational resources and capabilities with the external environment.▪ Demonstrate the process of segmentation and choose the most attractive target market.▪ Analyze the competition and develop an effective positioning strategy.▪ Evaluate and use different growth strategies in business situations.
Case overview/synopsis
The case demonstrated the decision-making process behind the post-pandemic strategy of ShakahariS by Awadhpuri, a restaurant in the emerging Indian market. The restaurant was situated in Ahmedabad, one of the fastest-growing mini-metro cites of the Indian restaurant industry. It was known for authentic Indian vegetarian cuisine. The restaurant, originally named Awadhpuri, was started in 2012 by Ms. Vandana Singh. It was positioned as a non-vegetarian restaurant providing Awadhi cuisine in the fine-dining segment known for its ambiance and authentic taste. However, due to the predominant vegetarian market in Ahmedabad city, the restaurant was rebranded and repositioned as ShakahariS by Awadhpuri, serving only vegetarian cuisine in 2018. The years 2019–2020 were very harsh due to the Covid-19 crisis. During the uncertain times when the lockdowns and the guidelines kept on changing, it was difficult for the restaurant to even recover their costs. It was a good time to explore the possibilities of the cloud kitchen format, and they came up with multiple kitchens offering different cuisines and targeted new customer segments. The case highlighted these survival strategies adopted by the restaurant during Covid. Post-pandemic, the protagonist was now contemplating a long-term growth strategy for the restaurant to target a new market with a new offering. The dilemma for the restaurant is whether (or not) to align the marketing strategy by repositioning again to cater to the new target segment.
Complexity academic level
Undergraduate courses on Business Management (BBA) and specific topics in introductory courses on marketing management and strategic management of the post-management programs.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 8: Marketing.
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