Search results
1 – 10 of 45Abhinandan Jain and Vivek Singh
The year 2010 was coming to a close, and Kapil, Marketing Manager of GEF India Private Limited (GEF), was thinking about the future. He had drafted a brief (see Exhibit 1) on…
Abstract
The year 2010 was coming to a close, and Kapil, Marketing Manager of GEF India Private Limited (GEF), was thinking about the future. He had drafted a brief (see Exhibit 1) on conducting market research to assess the health of the brand Freedom Refined Sunflower Oil, which GEF had launched in the southern Indian state of Andhra Pradesh (AP) in February of that year.1 Kapil was very happy to note that the brand had achieved good sales, in fact, significantly higher sales than the target set for the launch. This had been achieved thanks to a well-thought-out launch plan that had included considerably more above the line (ATL) marketing expenditure than any of the competing brands in the market. He was interested in finding out whether and where exactly the brand had taken root in the minds of consumers. Another important purpose of the proposed market research was to assess the effectiveness of the launch plan. Above all, he felt it would provide valuable insights when he set out to prepare a marketing plan for the coming year.
Details
Keywords
This case study deals specifically with the issue of manufacturing strategy, and business strategy.
Abstract
Subject area
This case study deals specifically with the issue of manufacturing strategy, and business strategy.
Study level/applicability
The case can be used in a number of course contexts, including undergraduate and MBA programs. The focus is on both business strategy and manufacturing strategy issues. The case can be assigned as an opening vignette, during the initial phases of business strategy, since the case situations and concepts are both simple and clear. It can also be assigned for an in-depth treatment of manufacturing strategy.
Case overview
The case focuses on Capital Mills Limited (CML), a flour milling company, and concentrates on whether the company should refurbish its two 40-year old flour mills at a cost of US$6 million or if the company should invest US$15 million in the construction and installation of a new, fully-automated “Lights out” flour mill. This decision is viewed as a “make or break” decision for CML, since for the first time in the company's 40 year history will it face significant direct competition, in the form of the impending entry of a second flour milling company.
Expected learning outcomes
The case has four primary learning objectives, namely to: illustrate the linkages between business level strategy and the functional level, manufacturing strategy; discuss the role of a company's history and internal resource structure in the decision making process; explore how operational issues influence capital expenditure decisions; and explore the perspective of managers in different functions in an organization that is facing a new competitive challenge.
Supplementary materials
Teaching notes are available – consult your librarian for access.
Details
Keywords
Vardhan Mahesh Choubey, Prasad Vasant Joshi and Yashomandira Pravin Kharde
This case study would help students in understanding the dynamics of logistics and logistics vendor roles and contributions to overall business operations. The case study covers…
Abstract
Learning outcomes
This case study would help students in understanding the dynamics of logistics and logistics vendor roles and contributions to overall business operations. The case study covers real-time information for applying the theoretical knowledge students gain related to the selection of logistics vendor. It would help students to understand and evaluate the dynamics of a new start-up related to cost, profits and dependency; understand and analyze the importance of third-party logistics (3PL) service providers in the supply chain; become aware of the key performance indicators (KPIs) important in the selection of logistics vendor; and develop and create measures for selecting logistics vendors on the basis of KPIs.
Case overview/synopsis
This case study was about an innovative start-up operating in the field of organic edible oils. The company catered to end consumers with its indigenous technology and processes. The innovative and healthy products were appreciated by the consumers, as was reflected in the surging demand figures. With the increasing popularity of organic products, the orders were surging. At the same time, issues such as damaged product delivery, increased cost per delivery of small packages and failure to deliver because of unserved pin codes by their logistics partners were being faced by the company. The case discusses the dilemma faced by the protagonist regarding the selection of the right 3PL partner. The case study is suitable for teaching courses in operations and logistics, supply chain management and entrepreneurship-related courses.
Complexity academic level
This case study is appropriate for postgraduate courses in entrepreneurship, operations management, logistics and supply chain management and general management.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS9: Operations and logistics.
Details
Keywords
Strategic Management.
Abstract
Subject area
Strategic Management.
Study level/applicability
MBA, Executive MBA.
Case overview
This case deals with Harsh Mariwalla’s struggle to develop an innovative company from scratch. The journey of innovation is not an easy one. Marico was forced to compete with multinationals in many markets where it operated. Constant pressure from rivals has made the company develop a new innovative business model, which is expected to generate profitability and sustainable competitive advantage.
Expected learning outcomes
Students will be able to appreciate the business models, understand the competitive moves by rivals, understand strategy formulation and implementation, understand product innovation and competitive advantage and understand the ability to tackle competition with innovation.
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
Keywords
Meetali Saxena and Harleen Mahajan
• The students will be able to compare various perspectives and concepts of strategic alliance as a tool of corporate expansion.• The students will be able to identify the…
Abstract
Learning outcomes
• The students will be able to compare various perspectives and concepts of strategic alliance as a tool of corporate expansion.
• The students will be able to identify the trade-offs between financial and non-financial gains and losses for corporate expansion.
• The students will be able to identify strategic partnership as a better alternative in comparison to acquisition and vice versa according to the different situations being faced by the companies.
• The students will be able to identify different approaches for brand building.
Case overview/synopsis
Shah and Valani, owners of Zed Lifestyle Pvt Ltd which owned Beardo, had to decide whether they should accept the offer of a strategic partnership with Marico Industries, a fast-moving consumer goods company (FMCG) in the global beauty and wellness space. Marico nurtured leading brands across categories of hair care, skin care, edible oils, healthy foods, hygiene, male grooming and fabric care. The decision was not easy as Marico was a leader in the FMCG segment in India and had a strong brand presence in both online and offline distribution channels. Beardo, on the other hand, had its presence marked mostly on the online channel with a hundred offline salon outlets. Partnering with Marico would ensure access to the massive distribution channel owned by Marico but, on the other hand, would lead to possible loss of independence and an early exit from their business. They were not prepared to let go of their ownership as there was no clarity on what would happen if the projected growth figures were not met. There were many other questions too that crossed their minds which had to be answered before they decided on a yes or a no.
The case highlighted the decision dilemma faced by the brand owners, the market scenario, competitive landscape and the situational facts so as to help the students critically analyse the decision situation and develop decision-making competencies by evaluating the possible course of actions and their possible outcomes.
Complexity academic level
Corporate-level strategies.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 11: Strategy.
Details
Keywords
The case is particularly well suited to courses in marketing, promotion, integrated marketing communication, or marketing for small and medium enterprises.
Abstract
Subject area of the teaching case:
The case is particularly well suited to courses in marketing, promotion, integrated marketing communication, or marketing for small and medium enterprises.
Student level:
This teaching case is aimed at postgraduate students in management or business programmes.
Brief overview of the teaching case:
This case focusses on the growth direction and product promotion decisions of Debbie Ncube, cofounder and managing director of Eden All Natural (Eden) - an award-winning small enterprise that competes in the peanut butter category - in 2021. Conservative with the use of the company’s financial resources, Ncube has to reconsider Eden’s reliance on word-of-mouth, social media, and network marketing for promoting her range of natural peanut and other nut-based products. The case requires students to identify and evaluate the growth options available to Eden, to consider the strategy decisions around product line management and brand development, and to explore the role of packaging in effective product promotion.
Expected learning outcomes:
To develop strategic product-market growth options (using the market diversification matrix) for a growing enterprise
To recommend what product line management and brand development strategies can be employed as the product mix gets bigger
To explore how packaging could continue to be leveraged to grow sales
Details
Keywords
This case describes the challenges faced by Amul in organising dairy farmers into a co-operative and creating continuous opportunities for value addition. Participants in the case…
Abstract
This case describes the challenges faced by Amul in organising dairy farmers into a co-operative and creating continuous opportunities for value addition. Participants in the case discussion are required to review the developments in the organisation and recommend a strategy for the future.
Details
Keywords
Zhong Ning, Yangbo Chen and Yalin Luo
Anhui Winall Hi-Tech Seed Co., Ltd., a high-tech seed enterprise integrating crop seed research, production, processing and marketing at home and abroad, is the first seed company…
Abstract
Anhui Winall Hi-Tech Seed Co., Ltd., a high-tech seed enterprise integrating crop seed research, production, processing and marketing at home and abroad, is the first seed company listed on GEM in China. Its main business is research and development, breeding and marketing of seeds of hybrid rice, edible rape, cotton, melon and vegetable, with hybrid rice as its leading product. In terms of business model, Winall Hi-tech is engaged in procurement, production, sales and promotion of modified varieties and after-sales service. However, Winall Hi-tech also has to face a few potential problems.
Mohammed Laeequddin, Ramkrishna Dikkatwar and Vinita Sahay
The learning outcomes of the case are as follows:1. Students will understand the interdependency of functional areas, such as operations, marketing, human resources (HR) and…
Abstract
Learning outcomes
The learning outcomes of the case are as follows:
1. Students will understand the interdependency of functional areas, such as operations, marketing, human resources (HR) and finance, in a manufacturing firm.
2. Students will analyze the conventional factory to focus on factory frameworks (Skinner, 1974).
3. Students will learn to analyze (associate) a company's performance reports (key performance indicators and profit and loss reports) with operations, marketing and sales functions.
4. Students will relate the concept of strategic resonance (Brown and Fai, 2006) to functional strategies.
Case overview/synopsis
Tariq Khattabi, a mechanical engineer with an MBA, joined Flexi Pack Dubai, UAE, as a general manager on 1 April 2019. During the recruitment interview, he learned that the company was struggling to maintain its breakeven point, and his first responsibility was to develop a strategy to ensure the growth of the organization. From the initial meetings with the production, finance and senior marketing managers, he identified problems related to the plant’s operations and sales. Although Flexi Pack enjoyed a good market reputation and profits, of late, the company needed help to make it profitable. Tariq's dilemma was to develop a strategy to put the organization back on the growth path.
He wondered whether the operations and marketing problems could be solved simultaneously. He had to present his strategic approach to the board within two weeks. Through this case study, management students can understand the interdependency of functional areas, such as operations, marketing, HR and finance. Students will learn the focused factory concept and a plant within a plant. They will be able to identify and appreciate dissonance and resonance between functional strategies and the importance of aligning functional strategies. Moreover, students will learn about consumer packaging types, material and their converting processes, which are the essential aspects of the fast-moving consumer goods business.
Complexity academic level
The target audience can be an Executive Program in Operations Management, BBA and Postgraduate Diploma in Management students who have opted for Operations Management or Operations Strategy as their major/minor specialization.
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
Keywords
Ian Michael, Melodena Stephens Balakrishnan and Zeenath Khan
Management, Strategy, International business.
Abstract
Subject area
Management, Strategy, International business.
Study level/applicability
Undergraduate or Graduates.
Case overview
This case is suitable for students of international business and strategy at the advanced undergraduate-level or introductory masters-level courses. It can be used for organizational design, brand management and business-to-business management classes. It may be of interest to practitioners in the Middle East and North African (MENA) markets looking at managing cross-functional teams.
Expected learning outcomes
On completion of utilizing the case study as an exercise, students should be able to develop the following. Case-specific skills: Critically examine the importance of the international business and strategy in the Middle East and demonstrate this by analyzing real-regional/-examples using complex theoretical frameworks; identify examples of best practice and explain the dynamics toward international business and strategy with reference to a range of theoretical models and apply these in a meaningful way to the MENA region. Discipline-specific skills: Synthesize and critically evaluate a corpus of academic literature and government reports on international business and strategy; link international business and strategy concepts and theories to real-regional/world examples. Personal and key skills: Reflect on the process of learning and undertake independent/self-directed learning (including time management) to achieve consistent, proficient and sustained attainment; work as a participant or leader of a group and contribute effectively to the achievement of objectives in the field of international business and 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.
Details