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Case study
Publication date: 17 October 2023

Pragya Singh, Karishma Chaudhary and Rishabh Upendra Jain

The learning outcomes of this case study are as follows: Students will be able to comprehend and visualize the initial hiccups and operational hurdles faced by digital start-ups…

Abstract

Learning outcomes

The learning outcomes of this case study are as follows: Students will be able to comprehend and visualize the initial hiccups and operational hurdles faced by digital start-ups in an emerging market. Students will be able to evaluate the importance of digital marketing for promoting start-ups dealing with sustainable products in the service industry, thereby helping them to develop digital marketing strategies to organically promote a service. Students will be able to perform strategic positioning of a start-up based on perceptual mapping methodology. Students will be able to identify the various aspects for identifying and creating a viable business model. Students will be able to use Osterwalder’s business model canvas for identifying the important operational aspects of the start-up. Students will be able to visualize the entrepreneurial challenges in an emerging market.

Case overview/synopsis

This case study highlights the dilemma the protagonist, Prerna Prasad, faced in her travel start-up venture, Ecoplore. Ecoplore is an aggregator platform that onboards only eco-hotels. To the best of the authors’ knowledge, Ecoplore is India’s only platform that promotes and onboards only those hotels made up of mud, wood, bamboo, stone or any local architecture and that maintain at least 30% green space on their premises. Ecoplore has been recognized by the United Nations Environment Program for fulfilling Sustainable Development Goal 12 and has also been bestowed with the Gold Award by Indian Responsible Tourism Awards 2019. Prasad had already identified her target market. Prasad took conscious steps towards reaching her target audience, and her first step towards that was designing Ecoplore’s website. Being aware of the importance of content marketing, Ecoplore’s content was curated with fresh and quality write-ups, pictures, blog posts, etc. Ecoplore’s website was also optimized for mobile and desktop versions to deliver a great user experience. Features like easy navigation and the website's speed were also taken care of. Being active on social media platforms, Prasad made sure that the pages of Ecoplore across various social media platforms were well connected with her website. Despite doing so much, it was found that the number of visitors was few after a span of two years. Conversion on the website was low, which ultimately affected the return on investment. Prasad was befuddled as to why the conversions were low despite having a great website that was considered a window to the organization. She faced the challenge of reaching her target audience despite being present online. Upon detailed analysis, Prasad found that Ecoplore was showing up in the search engine research pages (SERP) in only a few keywords, meaning the keyword density was low. Also, the website lacked backlinks, which would eventually help them to rank high on search engine optimization (SEO). This means that Ecoplore will need to revisit its SEO strategy if Prasad wants to promote her organization organically. Now, to increase visibility and ranking on SERP, Prasad had two options before her; first, she could do it organically via SEO or through search engine marketing. She was keen to build the traffic organically, knowing its long-term benefits. As a marketer, what should be Prasad’s strategy? This case study can be used for class discussion purposes for the students pursuing the courses on digital marketing, SEO and digital marketing optimization.

Complexity academic level

This case study is suitable for students learning the fundamentals of digital marketing (basic and advanced) course, marketing management students and digital marketing workshops. The level of difficulty is medium. The knowledge pre-requirement is marketing management.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 8: Marketing.

Case study
Publication date: 19 August 2022

Idhar Resmadi

At the end of this study, students should analyze the re-orientation of innovation music business model strategy to create a new market using the Blue Ocean Strategy of Sun-Eater…

Abstract

Learning outcomes

At the end of this study, students should analyze the re-orientation of innovation music business model strategy to create a new market using the Blue Ocean Strategy of Sun-Eater Records Company. Furthermore, they should be able to implement the business model transformation in the music industry in this digital media era based on data and technological capability. Students should analyze the digital content strategy that is relatable and relevant to music customers/users through content creation. Finally, they need to create the content strategy applicable to promotion and marketing innovatively in the music business.

Case overview/synopsis

This study analyzes how a Jakarta-based independent music company, Sun Eater Records, changed its strategy in response to the Covid-19 pandemic. The adverse effect of the pandemic on this company included a massive drop in sales of products and revenues from tours, festivals and outdoor music performances. Music industry stakeholders were confused and frustrated because of the restriction and the implementation of the social distancing policy, as most of their business models depended on live music showcases and selling records. The protagonist of this study, Kukuh Rizal Arfianto, is the director and co-founder of Sun Eater Records. Kukuh’s experience during the pandemic is used to capture the dilemma faced by the music industry players in Indonesia. This agile businessman transformed this music company by embracing digitalization. Inspired by the business models of Disney and 88 Rising (Music Management), Sun Eater Records developed various derivatives digital products. The company did not only sell music through digital content, it also developed several complementary products with music as their main theme. These innovative creations include mini-documentary, virtual concerts, compilation albums serial, digital comics, and Covid-19 Campaigns. The company is quite active in leveraging digitalization to survive in this business compared to other industry players. This study provides communication and design students opportunities to analyze how to draft an effective content strategy in the industry, in this case, the music industry.

Complexity academic level

This case is designed mainly for Management, Innovation, and Digital Communication course at the Bachelor's level program.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 12 May 2022

Viral Nagori and Crystal Magotra

The SAVE framework introduced by Richard Ettenson, Eduardo Conrado and Jonathan Knowles can be used to address the problem of content saturation and to plan content strategies for…

Abstract

Theoretical basis

The SAVE framework introduced by Richard Ettenson, Eduardo Conrado and Jonathan Knowles can be used to address the problem of content saturation and to plan content strategies for the brand Nabhi Sutra. The framework focuses on the solution, access, value and education instead of the traditional four Ps of marketing.

Research methodology

The research methodology involved conducting structured interviews with the protagonist. The responses were recorded and analysed for the case development. The supplementary information was taken from the brand’s website “nabhisutra.com” and its Facebook and Instagram pages.

Case overview/synopsis

The case is classified in the category of a short case addressing the identification of the problem of content saturation and guidelines to avoid it. The case narrates the story of Nabhi Sutra, a health-care start-up that offers “Ayurveda” remedies in the form of oil to be applied to the navel to cure health issues. Ms Vakharia, the owner of Nabhi Sutra, mentioned that her social media posts and campaigns are not reaching the desired target audience.

Complexity academic level

The case can be used for teaching undergraduate, postgraduate as well as certificate and executive development programs to teach courses on digital marketing, content marketing and social media marketing to cover the concept of content saturation. The case can be of value addition to the entrepreneurship and digital marketing practitioners.

Case study
Publication date: 21 March 2022

Navneet Senecha and Ritu Srivastava

After studying and analyzing this case, students will be able to: understand and evaluate the integrated marketing communications (IMC) strategy for online businesses; understand…

Abstract

Learning outcomes

After studying and analyzing this case, students will be able to: understand and evaluate the integrated marketing communications (IMC) strategy for online businesses; understand and create the various components of an IMC plan; determine the challenges of scaling up a business and how social media marketing can help in that; learn how to assemble the positioning statement of a startup; determine and differentiate the different business models (revenue models); and understand and create the social media marketing strategy.

Case overview/synopsis

It was late April 2021, and Mr Srinivas Rao, the co-founder and director of Mentorrd EduTech, India, was contemplating the journey of more than five years. Much had changed since the startup Mentorrd Education Technologies Pvt. Ltd. (Mentorrd EduTech) was launched in 2015. From being an online artificial intelligence (AI)-based tool for analyzing and building resumes, Mentorrd expanded to specialized premium services for career development catering to MBA aspirants from India to international markets. However, during the same time, many problems had also started showing up. The competition had increased, and conversions became difficult. Mentorrd generated 95% of its leads through Google Ads pay per click (PPC) advertising. However, now, the increased competition made PPC costlier, where Mentorrd started at INR 10 per click but was now paying INR 50 per click. The customers also were only limited to searching for keywords; hence, actual lead conversion was minimal. Mentorrd was present on different social media platforms and had developed an audience: LinkedIn (close to 10,000 followers), Facebook (1,600+ followers) and Twitter (numbers), but conversions from there were only contributing to 5% of the total revenue.Mr Rao wondered that with a change in demand from general review services to specialist resume and interview preparation services such as MBA, he would have to develop a sound social media strategy integrated with the current Google Ads usage to reach the audience and generate conversions. He had a limited marketing budget which he wanted to use most effectively but was not sure how to spend across platforms.

Complexity academic level

This case can be used as an IMC strategy case for MBA courses in marketing. In a marketing course, the focus should be on components of IMC strategy, customer perception, company positioning and marketing channels. The case can also be applied as a strategy case for courses in entrepreneurship or digital marketing strategy. In an entrepreneurship course, the focus should be on the business model, growth and scaling decisions a startup needs to make to grow the business. In a digital marketing strategy course, the focus should be on social media marketing and search engine marketing decisions and the implications for revenues and profits. The case can also be used in executive-level courses to illustrate IMC, growth and digital marketing strategies for a startup.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 18 March 2019

Neeraj Pandey and Sandesha Shinde

The learning objectives of this case study are to understand business-to-business (B2B) marketing in a logistics organization; apply go-to-market (GTM) strategy in the logistics…

Abstract

Learning outcomes

The learning objectives of this case study are to understand business-to-business (B2B) marketing in a logistics organization; apply go-to-market (GTM) strategy in the logistics industry; design B2B distribution strategy so as to enhance geographic penetration; and develop digital marketing strategies in the logistics industry.

Case Overview/Synopsis

V-Xpress is a leading B2B player in the express cargo category in the Indian logistics industry. In March 2017, Sachin Nair, Head of V-Xpress Marketing, was presenting three different GTM strategies to the CEO for the new Assured Timely Movement services. He wanted CEO views on each of them so that he can choose the best one. Sachin was also trying to find a solution to backhaul problem in eastern India. The resolution of this problem would have helped V-Xpress to become a truly pan-India B2B logistics company. Sachin was also revamping the digital marketing strategy as part of ambitious V-Xpress marketing strategy. These initiatives were taken as part of CEO’s vision for reaching annual revenue of INR 10bn by 2020. Sachin was thinking about various options so as to implement these changes with least investments.

Complexity academic level

This case study can be used in B2B marketing, marketing management and marketing strategy course of an MBA program.

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: 8: Marketing

Details

Emerald Emerging Markets Case Studies, vol. 9 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 24 November 2022

Gaurav Nagpal, Namita Ruparel, Himanshu Seth and Victor Saha

After reading and discussing the case, the participant would be able to: comprehend the ethics in marketing strategies that were displayed by an entrepreneur in the challenging…

Abstract

Learning outcomes

After reading and discussing the case, the participant would be able to: comprehend the ethics in marketing strategies that were displayed by an entrepreneur in the challenging times of the Covid-19 pandemic; appreciate how the marketing was executed in a socially responsible manner through digital means when there was a conflict between the business and the social interest; and understand how the innovative services or products can be developed that turn the trouble into an opportunity. The case shall also enlighten the students on how to create suitable marketing messages in digital times. The purpose of this paper is to let the students appreciate how they can carry out marketing efforts for a business while keeping customer needs and aspirations at the core, how the marketing campaigns can be designed and executed in a socially responsible manner and how the product portfolio can be suitably altered to make it more valued to the customer. After reading and discussing this case, the students will also be able to appreciate that it is important to identify and address the customer’s pain which may be stated or unstated by the customer. The case intends to teach students how to identify and reap the opportunities that get created from time to time and to make them appreciate that businesses can contribute significantly towards societal gains by committing minimal resources.

Case overview/synopsis

The mainstream marketing discipline focuses on excessive consumerism as opposed to the concept of “socially responsible marketing” which advocates that business initiatives should be supported by ethical considerations. The coworking industry was one of the worst affected industries by the pandemic since their customers started working from their homes during and post the lockdowns, leading to a loss in revenues. The protagonist in the case had a strong belief that the business interests would be secondary to the overall interest of society, and therefore, he advised the customers on how they could work productively, safely and stress-free from their homes. As the lockdown was un-eased, the marketing campaigns were launched and executed in a very ethical manner, while designing innovative service offerings were designed.

Complexity academic level

The case is relevant for the students pursuing undergraduate and graduate studies in the field of business and management.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 4
Type: Case Study
ISSN:

Keywords

Case study
Publication date: 30 November 2022

Sharada Sringeswara, Jang Bahadur Singh and Sujeet K. Sharma

■ Understand the functionalities of various social media platforms. ■ Choose social media platforms to align various business goals. ■Consider how to develop strategies for…

Abstract

Learning outcomes

■ Understand the functionalities of various social media platforms. ■ Choose social media platforms to align various business goals. ■Consider how to develop strategies for monitoring, understanding and responding to different social media activities.

Case overview/synopsis

Acuver Consulting Private Limited (Acuver) is a niche, self-funded IT consulting services start-up. Founded in 2013 with the aim of providing IT consulting services in the supply chain domain, Acuver delivers IT solutions to the world’s leading IT conglomerates, Fortune 500 companies and emerging players across multiple geographies and industries. Changing consumer buying patterns in recent years has forced retailers and supply-chain businesses to invest in digital transformation projects, providing ample growth opportunities for Acuver. To meet increased demand, Acuver needs to acquire direct engagements with clients and hire the right talent to help it ride this growth wave. This case described challenges faced by the start-up in building visibility to expand its reach. The case provided an overview of the IT consulting services industry and Acuver’s vision. It then detailed the reasons for the company’s lack of visibility, which was curtailing its growth opportunities. It described the dilemma and possible strategies to overcome the problem statement. It also discussed the limitations associated with the potential strategies, which needed to be contemplated by the reader.

Complexity academic level

This case is appropriate for MBA and Executive MBA courses on Management of Information System, Digital Governance, Strategic Management of IT and Managing Digital Transformation.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 4
Type: Case Study
ISSN:

Keywords

Case study
Publication date: 14 August 2019

Sarit Markovich, Oded Golan and Charlotte Snyder

In March 2017, Oded Golan sat in his technology startup's conference room with his co-founder, pondering the fate of their company, Start A Fire. In just four years, the two…

Abstract

In March 2017, Oded Golan sat in his technology startup's conference room with his co-founder, pondering the fate of their company, Start A Fire. In just four years, the two entrepreneurs had taken an idea that started in Golan's apartment in Tel Aviv and turned it into a company that had raised $3.5 million in venture capital funding and served more than 3,000 of the world's biggest brands using an innovative content distribution and social media management platform that enabled brands to improve communication and engagement with their followers

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 18 December 2023

Rumana Liza Anam

The case is based on interviews in 2022 with the founder of Shape, Monoshita Ayruani, supplemented by classroom testing and secondary sources such as textbooks, journals…

Abstract

Research methodology

The case is based on interviews in 2022 with the founder of Shape, Monoshita Ayruani, supplemented by classroom testing and secondary sources such as textbooks, journals, newspapers and other pertinent sources such as reports produced by marketing and consulting firms.

Case overview/synopsis

Shape is a private limited company operating in Bangladesh, a country in South Asia. Bangladesh is a fast-developing country where the people (the vast majority of whom are young) are practical and forward thinking, conservative, yet also generally tolerant. Its CEO is Monoshita Ayruani, who has had several years of experience in a PR and Marketing agency before starting Shape. It produces and sells “innerwear” or undergarments, which are their staple products, as well as clothing, bath products, sleepwear and various other products targeted at women. Starting off as an online business in 2019, it was about to find its footing in the market when the COVID-19 pandemic hit. The problem faced by Shape at the beginning was that digital marketing was not resulting in word of mouth for the product, as undergarments were considered too “taboo” to talk or share about with most people. The second problem faced was the sudden protests about Westernised clothing and culture in 2022, which may potentially threaten the company.

Complexity academic level

This case would be well suited for an undergraduate or graduate-level Marketing or Strategic Management course that exposes students to the challenges of promoting a new brand and marketing taboo products imported from abroad, in a largely conservative and culturally sensitive market, and preventing a potential crisis when protests break out. The case also touches on international supply chain problems, so may also be taught in an International Business course. The level of difficulty is intermediate as the problems are nuanced.

Details

The CASE Journal, vol. ahead-of-print no. ahead-of-print
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 7 November 2016

Michael M. Goldman, Mignon Reyneke and Tendai Mhizha

This case allows students to engage with classical marketing tenets of branding, media and communications decisions and content marketing within a management framework.

Abstract

Subject area

This case allows students to engage with classical marketing tenets of branding, media and communications decisions and content marketing within a management framework.

Study level/applicability

This case is appropriate for an undergraduate or graduate-level programme in marketing management.

Case overview

Suzanne Stevens was part of a group of four former senior employees of a large life insurance firm that decided to establish a new and innovative South African insurance company, BrightRock. They identified a gap in a large and highly competitive (albeit generic and opaque) insurance market and developed a distinctive positioning within the market. There was low consumer understanding of the technical aspects of life insurance products, and no existing life insurance product provided an individualized offering. Stevens developed the company’s brand and marketing strategy by drawing on reputation drivers, traditional advertising and a content marketing approach. BrightRock focused on change moments in consumers’ lives, including getting married, having children or getting a new job, and changed the standard insurance product model by launching an individualized flexible product that could adapt with the consumer through their various life stages. The case study documents the first three years of BrightRock’s operations, with a strong focus on brand and product development, distribution and communication. The case dilemma involves choices Stevens faced at the beginning of 2015 about marketing investments across paid, earned and owned media.

Expected learning outcomes

This study enables to critique the development of a services brand; integrate paid, owned and earned media to increase communication effectiveness and efficiency; and critique a content marketing strategy.

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 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 6 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

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