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After reading and discussing this short case, the instructor should do the following: to enable the students to select and evaluate the main strength (sustainable competitive advantage) of an evolving brand whose leading manager needs to appreciate how it can be used to achieve the strategic objective of franchising it despite its challenges; to guide the students in choosing the most appropriate brand name that will sustainably reflect the parent organization’s identity and also retain its growing attractiveness to more event sponsors and other key partners in an environment of conflicting interests; to facilitate the students in choosing the appropriate strategy for strengthening the readiness to franchise and adapt a similar teaching and examining (annual event’s) model in a related course unit from among any of the target audience’s master and bachelor degree at another university elsewhere.

This short case shows how the annual Makerere University Business School (MUBS) hospitality day has evolved into a potential event franchise, which is attracting more VIPs, the media and demand to also be held in the country’s Vision 2040 cities where the respective campuses are located.

Bachelor (BA, BBA, BSc) and MBA/master degree level.

Teaching Notes are available for educators only.

CSS 12: Tourism and hospitality.

Teaching objectives: to help students review entertainment service and its ecosystem; to discuss leadership anxiety during change management and organizational development; to understand organizational diagnosis while initiating change management exercise; and to compare various strategic alternatives and the implications of selecting an option.

This case narrates dilemma of Krishna Goenkar, a management consultant entrusted to revisit strategic orientations of Mahem Entertainment Society (MES). Mahem is a fictitious state in the west coast of India. MES had been created by the Government of Mahem as a regulatory body to promote the state as a world class destination for entertainment. Public interest guided the organization, as it was a government instituted body. Hence, Goenkar had twin challenges. Firstly, what strategic initiatives should he propose to scale up the operations in spite of the given organizational constraints? Secondly, how to scale up and diversify if required, with minimal resistance? The case would help students get familiarized with entertainment domain, service ecosystem and challenges of driving strategic change in public utilities, especially in Indian and emerging market context.

This case is suitable for graduate-level programme in marketing management.

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.

Marketing Management, Product & Brand Management, Entrepreneurship.

This case can be taught effectively to MBA/BBA students as part of Marketing Management, Product & Brand Management, Entrepreneurship.

The case talks about the marketing mix strategy of India’s fastest growing fast moving consumer goods (FMCGs) brand Patanjali, with a tremendous revenue growth rate of 100 per cent for the past five years, leaving major FMCG companies insomniac. Patanjali Ayurved Limited riding on Baba Ramdev’s brand equity positioned itself as an authentic Ayurved brand with ancient Indian roots. Patanjali’s product line ranges from healthcare, personal care, home care, to food and more. Patanjali’s products were priced 10-40 per cent lower than that of its competitors. Run by franchisees, Patanjali had a three-tier distribution system. These included Patanjali Chikitsalayas which were franchise dispensaries and clinics along with doctors, Patanjali Arogya Kendra which were health and wellness centres and Swadeshi Kendra, non-medicine outlets. The company has 15,000 exclusive outlets across India and plans to grow to 1,00,000 exclusive outlets by 2020. Patanjali amazed the world by achieving phenomenal success without spending much on advertising in its nascent stage. Recently Patanjali adopted the multinational corporation (MNC) style of advertising by hiring two top advertising agencies McCann and DDB Mudra to prepare the company for the next phase of growth. Patanjali diversified into various segments of the market, ranging from FMCG products, Ayurvedic medicines, Ayurvedic hospitals and a medical college. Patanjali plans to enter various categories of products including the beauty products segment to compete with major MNCs, the baby care segment to compete with Johnson & Johnson, and the sports segment to compete with Nike and Adidas. Patanjali as a brand has a strong positioning in the minds of consumers as a natural and Ayurvedic brand. Will Patanjali’s foray into so many diversified segments lead to a brand extension trap and confused positioning? Because Patanjali as a brand, solely rides on Baba Ramdev’s image, if Baba Ramdev ever finds himself at the centre of a controversy, will Patanjali’s brand equity take a hit? Will it affect the brand Patanjali? Even if Baba Ramdev does not get into any controversy, what will happen to the brand Patanjali when Baba Ramdev is no more? Who should be the next face of Patanjali? Can the brand survive without a face?

The case is designed to enable students to understand the following key learning points: The concept of marketing mix. Product mix, Promotion mix branding (especially “Person as a Brand”), customer-based brand equity (CBBE) model or brand resonance pyramid.

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.

Sport ticket sales is often positioned as a “foot in the door” to the sport industry due to ample job opportunities, but anecdotal reports of high turnover raise questions of the efficacy of recruitment, training and retention efforts in sport sales. The purpose of this study was to determine attrition levels among entry-level ticket sales personnel, observe whether entry-level sales positions lead to other non-selling positions within sport organizations and determine if education and market related variables are related to job tenure.

LinkedIn profiles were analyzed for 1,122 entry-level ticket salespeople listed in media guides between 2015 and 2019 in the “Big Four” North American professional sports leagues. Names were obtained from 26 NBA, 21 MLB, 20 NHL and 12 NFL teams. Survival analysis provided defection rates and demonstrated the relationship between those rates and key variables.

One in every four entry-level ticket salespeople defected within the first year and one in every two defected within 26 months. Only 8% moved on from ticket sales to a non-sales role within the sport industry. Increases in cost of living, working for an NFL team and having sport industry experience prior to taking a sales position decreased the likelihood of defecting, while increased distance between the salesperson's university and the team's location increased the likelihood of defecting.

This study applies survival analysis to a sport human relations context to understand turnover in a specific occupational discipline and establishes the turnover rate for sport sales positions.

With outreach responsibilities on the rise in academic libraries and budgets declining or remaining stagnant, finding outreach initiatives that support the university in creative ways are on the rise. This study seeks to compare outreach initiatives by academic librarians to a project conducted by the author.

Academic librarians with responsibilities in outreach, marketing, and promotion were targeted in a survey sent to listervs in the Summer of 2011. A total of 21 academic librarians described successful outreach initiatives. A small response rate reflects the target audience.

The survey revealed a wide range of outreach initiatives that compare funding: library, university, grant, and other. The author's project greatly exceeded the cost of all other initiatives.

The research identifies survey flaws and a small reach to the targeted audience. Suggestions for future research include a modified survey to the Association of Library Communications and Outreach Professionals.

Technology advancements and budget restraints have put pressure on outreach librarians to provide successful programs with less funding. Many colleges and universities across the nation have inserted outreach into public services positions.

The literature produces limited research about successful outreach initiatives over the past five years where economic duress has been nationwide. Outreach librarians will find inspiration in the collected outreach projects undertaken at 21 colleges and universities across America to create projects with limited funding.

This is the second part of a study which looks at car after‐sales service in Germany. The study is based on a benchmarking project which included four key players, Fiat AG, Nissan Deutschland, Toyota GmbH and Ford Werke AG. Examines the effectiveness of policies of after‐sales service as adopted by Toyota GmbH and Ford Werke AG. The criteria used covered product policies, distribution, promotion service, price and environmental issues. The effectiveness of each applied set of policies was measured by examining financial results and by asking the participants themselves to establish their ranking using all the above criteria. Concludes with proposed improvements to car after‐sales service, based on best practice.

The paper aims to examine brand marketing efforts and consumer loyalty among mobile phone users. By recognizing different levels of loyalty, the study assesses the degree of importance of the brand marketing programs on high and low loyalty consumer segments within an emerging market context.

The study uses a sample of 1,000 consumers of three mobile phone brands. Exploratory and confirmatory factor analyzes were used in evaluating scale measures, whereas cluster analysis was used to create consumer loyalty segments. Analysis of variance was conducted to evaluate the brand marketing programs within high and low segments before multi-group logistic regressions to assess the impact of brand marketing efforts on consumer loyalty.

Four principal brand marketing efforts were identified from the data, with varying degrees of importance among high and low loyalty consumer segments. Additionally, from the logistic regression analyzes, the brand marketing efforts exhibited various likelihood results on brand-specific loyalties among consumers of the mobile phone brands.

The findings provide evidence to issues of potential research and managerial interest, with implications to the academic and practitioner communities. Particularly for firms seeking to enter emerging markets, the findings presented in this study provide an understanding of some consumer dynamics in such settings.

The purpose of this paper is to highlight findings from the dialogue and proceeding research report presented by the Gender and Public Policy Programme partnered with Al‐Sayedah Khadijah Bint Khuwailid Businesswomen Center and Monitor Group at the 2010 Dubai School of Government.

A selected paper on women entrepreneurship activity in the Kingdom of Saudi Arabia (KSA) was chosen from the proceedings report at the conference for this paper. The programme participants included prominent business leaders and experts from the Gulf region.

The findings presented in this paper clearly illustrate that Saudi female entrepreneurs are generally confident, educated, optimistic about the future and resourceful. However, they face several main challenges such as gender‐specific obstacles in the regulatory environment, limited access to and use of formal capital and financing mechanisms, and the need for increased integration of sophisticated marketing and technology tools into business operations and greater availability of key support services.

The paper mainly focuses on women entrepreneurs in the KSA. To give a clear picture of the women's entrepreneurial activities in Middle East and North Africa region, the opinions of women located in other countries need to be investigated.

The research has implications for government and non‐governmental organisations, financial institutions or other related business development agencies to formulate effective policy and appropriate strategy to motivate Saudi women to become entrepreneurs.

There are few Arab studies that have focused on growth‐oriented, women‐owned and operated businesses. The selected research paper gives some insight into the issues of women entrepreneurs from an Arab world.

The purpose of this paper is to explore the challenges facing female entrepreneurs in Saudi Arabia.

The study draws on secondary data on the context to women's entrepreneurship in Saudi Arabia, and on Brush et al.'s 5M framework to analyse the results of a survey of 33 Saudi women entrepreneurs in Jeddah in a variety of commercial sectors. The sample consists of female entrepreneurs who are already in business or in the process of establishing one, and who operate from a dedicated business premises away from home. In particular the study investigated the challenges and constraints faced, and the support and opportunities available for these female entrepreneurs.

It was found that female entrepreneurs in Saudi Arabia are now establishing and managing more small and medium sized entities than at any time in the past and this trend is growing. This is in spite of significant challenges, both societal and institutional.

The research suggests a number of ways in which institutions of state and trade – which often act as barriers to women practically running a business – could be overcome. These include provision of resources, training and mentoring, and eliminating some of the administrative procedures which require male representation in the establishment and financing female entrepreneurship.

The paper presents original research on the growing phenomenon of female entrepreneurship in Saudi Arabia. It positions explanations for this trend in the macro and micro economic context and in conceptualisations of female entrepreneurship.