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Abstract

Subject area

Strategic marketing/marketing management.

Study level/applicability

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

Case overview

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.

Expected learning outcomes

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.

Supplementary materials

Teaching note including lecture plan.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Abstract

Subject area

Mobile marketing.

Study level/applicability

Undergraduate and Graduate levels.

Case overview

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.

Expected learning outcomes

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.

Supplementary materials

Teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 4 April 2018

N. Ravichandran and N. Sundaravalli

The Employee Provident Fund Organization (EPFO), established by the Government of India is one of the World's Largest Social Security Organizations. The purpose of EPFO is to…

Abstract

The Employee Provident Fund Organization (EPFO), established by the Government of India is one of the World's Largest Social Security Organizations. The purpose of EPFO is to ensure social security for Industrial workers and their dependents. EPFO maintains more than 15 crore accounts of its members. Traditionally EPFO had been functioning as a legacy organization, administered and managed by Indian bureaucracy. Operational processes were riddled with over emphasis on rules and regulations, but were weak on transparency, accountability, effectiveness and efficiency. The 120 EPFO offices established all over the country operated in silos. Consequently, the very purpose of social security and welfare of the industrial employees suffered, while all other stake holders enjoyed significant controlling power. Recent interventions at EPFO were focused on process reengineering and ICT enablement to make EPFO more customer-centric. The case documents the transformation of EPFO from a bureaucratic, opaque organization to a customer centric, stakeholder friendly, transparent and accountable organization through IT enabled operations.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 14 November 2013

Dr Rajagopal

Marketing plan; virtual shopping; consumer behavior.

Abstract

Subject area

Marketing plan; virtual shopping; consumer behavior.

Study level/applicability

Undergraduate.

Case overview

This case discusses the e-commerce plan of new online grocery company in Mexico, MexGro, which is planning to emerge as low-cost outlet as compared to the brick-and-mortar establishments in the market. MexGro is an online grocer with a round-the-clock call center to process phone-based orders and to provide customer support. The grocery online company is aimed at setting up a virtual grocery shop by the name of MexGro S.A de C.V to serve cross-cultural products to the Hispanic and Asian communities in Mexico. The MexGro, being a virtual shop, need not pay for checkout clerks; display cases, or parking lots, online grocers can drop prices below those of retail stores and remain profitable. This case explores online consumer-shopping behavior, the economics of online and offline grocery distribution, and the challenges of uniting a pure information business with a mundane package delivery service.

Expected learning outcomes

This case may be discussed towards learning developing effective online marketing planning strategy for the niche markets. The specific learning objectives of the case are: to analyze the virtual marketing planning constituents for developing customer-centric marketing within a niche and explore the possibilities of sustainable business growth to encourage strategic thinking towards developing online marketing plan and develop effective communications among the consumers and to address the critical online planning issues, such as what are the prospects for grocery shopping on the internet. The case allows students to grapple with the strategic and tactical decisions on planning for the online marketing companies. Students will also become familiar with key questions/issues raised by the various executives of the company in formulating the online marketing plan for ethnic grocery in a niche business environment: the case challenges students to think about how online grocer creates the most value for customers and how grocer will likely be able to overcome the competition from the brick-and-mortar grocers. Should Wal-Mart be aggressive in launching its grocery brand? The case raises issues to debate on how the organizational and system decisions are faced by managers in developing a virtual shopping culture in Mexico as the company has the goal to move among more efficient competitors in the supermarket industry, and How the online marketing plan can be implemented within a niche. This case study would take students through the rise of a private brand to the strategies of its sustainability in the competitive marketplace. This case illustrates the importance of using new variables in developing an effective marketing plan when companies reinforce their products in the niche markets. The discussion in the case allows students an opportunity to evaluate online marketing planning and their brands in a niche as well as in a competitive marketplace.

Supplementary materials

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

Details

Emerald Emerging Markets Case Studies, vol. 3 no. 5
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 6 December 2019

Fidel Edgard Amesquita and Oswaldo Morales

The learning outcomes are as follows: to understand the problem of informality and how it develops, taking advantage of the control flaws of public and private institutions and…

Abstract

Learning outcomes

The learning outcomes are as follows: to understand the problem of informality and how it develops, taking advantage of the control flaws of public and private institutions and its growth by the legitimacy of society; to analyze the role of the regulatory body in its fight against informality from the area of its influence, which is the energy sector; to analyze the economic and social impact of a solution like the one proposed in the case; to analyze the impact at the level of public policies of solutions such as the one proposed in the case; and to review the strategy of the hand of technology that can achieve the development of original solutions to fight against informality.

Case overview/synopsis

The case study was written on the basis of a real success story that explains the development of a technological solution that allowed the Supervisory Agency of Energy and Mining of Peru to effectively deal with informality in the commercialization of fuels, which became a reference in the region. The story begins by recreating the system that existed for the commercialization of fuels and how the shortcomings of this system itself encouraged the appearance of informal merchants who benefited from the situation. It also explains how the regulatory authority decides to deal with this problem by creating a special unit that confronts this issue and how, after some failures, an original strategy was able to be designed with the help of technology to control informality.

Complexity academic level

Business schools, where different aspects can be analyzed, such as the strategy used in the supply chain of informal or formal commerce. It is also recommended for use in master’s programs in specific sectors, such as public management or energy management. Finally, it can also be used in entrepreneurship, given that informal entrepreneurship is considered as a new line of research in this field.

Supplementary materials

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

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 9 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 11 December 2023

Priyanka Shah, Anu Gupta and Subhasish Mitra

After completion of the case study, students will be able to critically appraise the strategic growth opportunities of an “eating out” industry brand; evaluate the role of…

Abstract

Learning outcomes

After completion of the case study, students will be able to critically appraise the strategic growth opportunities of an “eating out” industry brand; evaluate the role of customer relationship and retention management in sustaining a brand; and analyse the importance of developing core competencies for long-term business viability.

Case overview/synopsis

Since its inception in 2017, Urban Chowk was one of the pioneer places that successfully managed to create a hospitality format called “food and lifestyle park” which combined multiple food brands with good ambience and entertainment, all under the same roof. Although Urban Chowk was one of the popular brands in the given format, its USP was not difficult to challenge or copy. The owner, Mr Kartikey Rajput, anticipated a deluge of similar establishments in the near future. Urban Chowk led the pack in terms of footfalls compared to similar establishments, with Rajput looking to expand his brand beyond Ahmedabad. The case took 2022 as the timeline and brought forth the challenge that Urban Chowk faced. The primary challenge was retaining the existing customer base along with adding newer ones. Second, with the industry being extremely dynamic, it was important to determine how marketing analytics could be used to collect customer data and convert them into repeat customers, thus building a loyal customer base.

Complexity academic level

This case is applicable for teaching at undergraduate and graduate levels for understanding the concepts of brand development and strategic growth as well as creating and maintaining customer relationships, also helping the students in assimilating these concepts as a part of brand building.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 26 November 2014

Rua-Huan Tsaih, James Quo-Ping Lin and Yu-Chien Chang

Service innovation, ICT-enabled services, museum, cultural and creative industries.

Abstract

Subject area

Service innovation, ICT-enabled services, museum, cultural and creative industries.

Study level/applicability

Graduate-level courses of “Innovation Management,” “Service Innovation,” or “Cultural and Creative Industries”.

Case overview

In 2006, the National Palace Museum (NPM) in Taipei, Taiwan, announced its new vision “Reviving the Charm of an Ancient Collection and Creating New values for Generations to Come”. In recent years, the NPM has been shifting its operational focus from being object-oriented to being public-centered, and the museum has held not only the physical forms of artifacts and documents but also their digital images and metadata. These changes would inject new life into historical artifacts. In addition, archives as its collections would be given a refreshingly new image to the public and become connected with people's daily lives. Among these endeavors for displaying historical artifacts online and prevailing Chinese culture in the modern age, the key issues are related to digital technology applications and service innovations. The service innovations would be further divided into information and communication technologies (ICT)-enabled ones and non-ICT-enabled ones. These shifts clearly claim that adopting digital technologies and innovative services can bring positive impacts to the museum. The NPM administrative team wants to keep infusing life into ancient artifacts and texts, sustaining curiosities of the public for Chinese culture and history, and invoking their interests to visit the NPM in person. However, to develop for the future while reviewing the past, the NPM administrative team has to meditate on the next steps in terms of implementation of service innovations.

Expected learning outcomes

Students will learn motivations of digital establishment and service innovations from the organization perspective and the necessities of technological implementation. Students will understand the difference in innovations between ICT-enabled services and non-ICT-enabled services. Students would be able to understand the process of developing a new service. Students will be aware of challenges the organization would face in developing a new service.

Supplementary materials

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

Details

Emerald Emerging Markets Case Studies, vol. 4 no. 7
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 26 February 2024

Case Center

This case reviews the development of Dianping. After seeing Zagat's unique business model in the United States, founder Zhang Tao found that he could bring it to China and bring…

Abstract

This case reviews the development of Dianping. After seeing Zagat's unique business model in the United States, founder Zhang Tao found that he could bring it to China and bring about local innovation. At the beginning of its establishment, the collection and promotion of comment content was the major challenge for Dianping. At the same time, Dianping faced legal issues. To solve these problems, the review mechanism of Dianping was designed to a certain extent to ensure the fairness of the review. With the advent of the mobile Internet era, Dianping began to develop a new business model. Relying on its high-quality “word-of-mouth” content and mass basis, Dianping launched group buying, online restaurant ordering, and other businesses. Dianping has always been open to strategic partners. Since 2015, Dianping has undergone historical changes, merging with Meituan. Since then, Dianping has continuously adjusted its business and organizational structure to maintain its competitiveness. Gradually, Dianping has changed from an independent business entity into a business unit of Meituan.

Details

FUDAN, vol. no.
Type: Case Study
ISSN: 2632-7635

Case study
Publication date: 18 February 2014

Freddie Racosas Acosta and Samuel Ndonga

Management Information Systems, Innovation Management, Strategic Management, Strategic Leadership, Organizational Development, Financial Management, Risk Management and Corporate…

Abstract

Subject area

Management Information Systems, Innovation Management, Strategic Management, Strategic Leadership, Organizational Development, Financial Management, Risk Management and Corporate Governance.

Study level/applicability

MBA.

Case overview

Musoni Kenya is a Kenyan microfinance institution (MFI) whose idea was conceived in The Netherlands. The Musoni business model is ICT-enabled, 100 percent mobile based, virtually paperless, and runs on an ICT platform housed in Musoni BV in Amsterdam, The Netherlands. It is built on tested mobile technology that allows huge savings on transaction and operating costs. Using mobile payments, clients receive and perform bank operations anytime anywhere. This saves transport costs, transaction time and increases safety as no cash has to be carried around sometimes in dangerous areas. The mobile payments enable clients to make large improvements in loan officer efficiency and makes tracing payments seamless, saving on administration costs. The Musoni branches are also inexpensive as they are only used as the point of contact with customers hence reducing the cost of setting up operations even in remote areas. These efficiencies are passed on to clients in the form of lower interest rates and to stakeholders in the form of good returns on investments. The company aims to use this knowledge, experience and global ICT platform to expand to other countries with a suitable mobile payments environment.

Expected learning outcomes

The objective of this case is to illustrate general innovation concepts in a leading microfinance company in Kenya. The case documents the innovation dilemma facing the management of the fledgling microfinance company in determining the pace of innovation and the feasibility of launching of a similar service in Uganda following the successful establishment and growth of the company in Kenya.

Supplementary materials

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

Details

Emerald Emerging Markets Case Studies, vol. 4 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 30 November 2021

Harekrishna Misra

Rendering digital services have taken centerstage in the current ICT for development discourse. E-Government services are mostly under this discourse with the aim to provide…

Abstract

Structured abstract

Rendering digital services have taken centerstage in the current ICT for development discourse. E-Government services are mostly under this discourse with the aim to provide citizen centric services in the public domain. Business and development organizations alike are also investing in developing their own digital infrastructure for rendering services to its stakeholders. This case describes scenario in which a cooperative organization wishes to use digital infrastructure and provide digital services to its farmer members. The cooperative continued investing in ICT since the last couple of decades and constantly upgraded it to ease the transaction and bring efficiency and reduce information asymmetry. This had greatly benefitted the members. However, the cooperative is aware that its communication network built on the wireless medium has its own limitations in introducing new services and integrating its databases and applications. The cooperative took note of “Digital India (DI)” initiatives to provide digital services to rural areas and build an ecosystem to empower the citizens in its governance set up. This DI policy has implicit provisions of better networking protocols with improved bandwidth. The organization has a dilemma to continue with investing its own resources or explore possibility of piggybacking on the DI initiative. The cooperative wished to examine the total cost of ownership in either case and assess the feasibility of converging with the infrastructure created by the government.

Case synopsis

The Government Information Technology Policies are increasingly favouring citizens and in favour of shared infrastructure and services. It is worth the examination to evaluate strategies to deploy IT infrastructure and services with optimized cost and better returns in an enterprise. This is far more important for a social enterprise like AMALSAD cooperative (user-owned firm) that has deployed its own IT infrastructure and ITeS. AMALSAD cooperative deployed its IT assets long back and in the meanwhile, the Government policy is in favour of providing services over the internet.

Leaning objectives

The case serves to help students to understand the theoretical concept of Enterprise information systems infrastructure and services. It brings to the students understanding: the drivers of IT infrastructure to provide digital services; challenges that would make the social enterprise (in this case user-owned firm) to understand the opportunities and challenges of deploying the right digital infrastructure and get services on demand. The case presents the scenarios for the students to deliberate and find answers to the right approach for estimating the total cost of ownership (TCO).

Social implications

The case situation presents a scenario for digital government services. Most of the customer-facing enterprises including social enterprises are also providing digital services. It is important that such services converge at an optimized TCO.

Complexity academic level

Masters in Business Administration with a concentration in Information Systems.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 7: Management Science.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

1 – 10 of 165