Search results

Marketing management.

Undergraduate/Postgraduate.

The present case is a disguised one and is meant to enable students to critically analyse the operations and functioning of a fitness centre located in a city. Despite a runaway success, “Fit in” was facing problems of time-management and members’ management. Thus, catering to the members was becoming unwieldy, especially with respect to providing the personalized experience to the members, which was their forte. Thus, Mukesh and Naina faced the challenge of motivating their existing members and getting fresh referrals. Should they cut some of their services? Should they make some changes in manpower management? Or, should they change the operating strategy for their business?

Expected learning outcomes are as follows: how to ensure customer loyalty in service organization settings and how to enhance motivation among the service customers.

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: 3: Entrepreneurship.

By reading and understanding the case study, Students will be able to link the importance of healthy life style and the physical exercise to the fitness industry in the UAE society, to reduce the growing percentage of obesity and related diseases; identify the main challenges of Tone Fitness Ladies’ Studio (Tone); explore the market segmentation of fitness centers in UAE based on a benefits segmentation of fitness industry; identify the demographic segmentation of Tone Fitness studio and the effects of considering gender and age; and develop individual perspectives of how Tone Fitness ladies’ studio may overcome the challenges to compete in the UAE fitness market.

Three sisters from the United Arab Emirates (Hind, Mariam and Amna Mohamed Omer) have established a fitness studio for women in Al Maqta’a (formerly known as Bain al Jasrain) on the eastern side of Abu Dhabi. Each of them shared a passion for sport, which led them to realize their business idea of setting up a fitness studio specifically for women. An understanding of Emirati culture and the needs of women in their society inspired them to think of a special place where women could find relief from work and life demands while also exercising pursuant of a healthy lifestyle. They launched Tone Ladies’ Fitness Studio (Tone) in September 2014, the first fitness studio for women in Al Maqta’a. The studio is in the same building as a cooperative hypermarket – a very good location because it is visited by many people and has ample parking spaces. Partly due to growing interest among Abu Dhabi residents in fitness and health, new fitness studios opened nearby in 2016, with competitors offering excellent services at reasonable prices. While the demand for fitness and healthy lifestyle pursuits is high in the region, the market has also expanded greatly to meet this demand, with many high-quality options becoming available. As a result of this, businesses such as Tone are facing serious threats to their sustainability. Thus, first, how can the Omer sisters sustain their business and strategize to maintain customers in their market segment? Second, what could they do to improve the market position of Tone in the UAE fitness market?

This case study is suitable for advanced level of diploma certificate in marketing or undergraduate student of marketing field.

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

Entrepreneurship; Strategy.

The case is meant for Undergraduate and Postgraduate students pursuing entrepreneurship and management with specializations in strategy. It can be also used for Entrepreneurship and Management Development programs for generating an insight into strategic planning, organic growth of enterprise and the formulation of a future road map. The case can be used in courses like “strategic management”, “female entrepreneurship” and specialization courses like “Start-up: Ideation, Launching, Managing and Growth”.

Simran Sahni and Sachin Sahni, the owner and co-founders of health, beauty and slimming center are currently running centers in Lucknow and Ludhiana. Although as of now there is no operational franchisee provided by Health Zone in any of the other cities across the country, the owners have a vision to open around 100 franchised and company owned centers across the country. At this juncture, both the co-founders, who also happen to be husband and wife, look forward to understanding and revisiting the operations and strategies at Health Zone to formulate the road map for the future.

The participants will be able to identify key challenges for service organizations and will learn ways to meet these challenges. The participants will be able to identify motivation and retention strategies applied by the co-owners in their organization. The participants will be able to have an insight on the key elements of the Business Model of a service organization based in the wellness industry. The participants will be able to analyze the opportunities available for new startups in the wellness industry drawing their conclusions from experiences and business development and expansion of Health Zone in its overall journey. Participants will be able to devise models for the enterprise so as to help it grow and expand its operations nationally.

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 3: Entrepreneurship.

Shows how a regional family company threatened by national competition must make changes to its structure and way of doing business or face extinction or sale.

Parsana Health Centre Private Limited, a part of the INR 4,500 crore¹ fitness industry, was a fitness centre established at Ahmedabad (Gujarat) in India in December 2002, as an integral part of the organized players of the fitness industry. It had been relentlessly working towards creating and nurturing a healthy lifestyle for the people of Ahmedabad over the previous two eventful decades. Under the able guidance of skilled trainers and dieticians, the fitness enthusiast could enjoy state of the art gym facilities, in the upcoming mega city of Ahmedabad. Parsana Health Centre Private Limited enjoyed the first mover advantage in Ahmedabad and tapped the fitness club² market through its 13 franchises opened in select vantage locations of the city. It was started by the Parsana brothers: Vijay and Dinesh. They strived hard to inculcate the fitness regime in people and attempted to interweave the benefits of fitness with their occupations. However, the road undertaken threw challenges at them – sometimes from people who failed to underline the importance of fitness in their daily schedule, and sometimes from other fitness brands which emerged as strong competitors. The emergence of many individual and branded fitness chains started making inroads into the busy streets of Ahmedabad and they too worked hard to pull out fitness enthusiasts to these social fitness centres by providing personal health counseling, rejuvenation, yoga, etc. Sustaining competitive advantage became a tough task.

The primary target audience for this teaching case is postgraduate business students, especially students of digital marketing, strategy and e-commerce, social media marketing, entrepreneurship and sports marketing. This teaching case is intended to be used as a case study in postgraduate business programmes such as Master of Business Administration, a specialist masters programme such as MM (entrepreneurship), postgraduate diploma in management, as well as selected executive education programmes.

This case can be used in the subject areas of digital marketing, strategy and e-commerce, social media marketing, entrepreneurship and sports marketing.

This case looks at South African fitness Instapreneur Candice Bodington and how her business trajectory unfolded at the same time of the successful Australian Kayla Itsines. The case begins with Bodington considering options for her brand in January 2020. Following her business, Candibod’s, fast initial growth via Instagram, the case tracks its development while also glancing at the enormous success of Itsines and her Sweat with Kayla app. However, as Bodington faces her own health care, the future and next steps of a brand built on social media becomes less certain. The case ends just a few months later with the unfolding effects of Covid-19 and a whole new host of uncertainties, especially in the fitness industry and Bodington having to reconsider her brand’s options.

The learning outcome of this paper is as follows: to understand the challenges of building an online brand. To evaluate the effect of brand communities as a growth strategy. To analyse the impact of social media platforms as a brand-building tool. To critically assess the effect of changing industry dynamics and technology on consumer behaviour. To evaluate how brands can navigate the negative implications of social media. To understand brand differentiation. To understand the strategic decisions associated with brand repositioning.

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.

Digital marketing, Brand building, Social media marketing, Strategic marketing

Entrepreneurship.

First year undergraduate students in business and management.

“The Misadventures of Amy and Azi” case presents a brief historical perspective of two partners' venture into the aerobic and fitness industry. The case discusses the partners' foray into the business world armed with great determination and a one year business plan but without proper understanding of the operational requirements of running a business. Though successful in the launching of the first studio, the initial success had blinded the vision of one of the partners, Azi who wanted to open another branch quickly. After a few months of operation, they realized that the second studio was a failure and had sapped the profit from the first centre. To make matter worse, the two partners are stuck with the second studio and have to find another premise for the first studio due to short-sightedness when signing the rental agreement.

The case study enables the students to: understand the current business environment of fitness industry in Malaysia, appreciate the need for proper planning and control in starting a business, to be aware of the importance of understanding legal implications in starting a business, the need to conduct proper market research before starting and to understand multi-cultural and multi-religion issues in Malaysia.

Teaching note.

Doris, the Executive Director of the JCC, had a Board of Directors that lacked the requisite skills, perspective, behaviors, and willingness to change policies and practices in order to meet external environmental opportunities and threats or to address internal competencies and competitive capabilities. Changes in the external environment were exacerbating the JCC's internal deficiencies. In addition, the Board created impediments to the professional staff's efforts to implement good managerial practices and policies. The current management team was acutely aware of the changes in the external environment, how these changes impacted the JCC's operations and what the JCC needed to do in order to meet these challenges. The management team was frustrated by a Board that did not provide leadership, fulfill their responsibilities, hold each other accountable and undermined management by intervening in day-to-day operations. The staff was passively hostile to the Board and to the management team. As consumers, the members' expectations were higher and more demanding. Doris and her management team had to resolve a myriad of strategic and operational issues that confronted the organization.

The subject area is international business and global operations.

The study includes BSc, MSc and MBA students and management trainees who are interested in learning how an industry can be assessed to make a decision on market entry/expansion. Even senior management teams could be targeted in executive education programs, as this case provides a detailed procedure and methodology that is also used by companies (multinational corporations and small- and medium-sized enterprises) to develop strategies on corporate and functional levels.

A group of five senior executive teams of different Swiss luxury and lifestyle companies wanted to enter the Middle East market. To figure out the optimal market entry and operating strategies, the senior executive team approached the Head of the Swiss Business Hub Middle East of Switzerland Global Enterprise, Thomas Meier, in December 2012. Although being marked with great potential and an over-proportional growth, the Middle Eastern luxury market contained impediments that international firms had to take into consideration. Therefore, Thomas had to analyze the future outlook for this segment of the Middle East retail sector to develop potential strategies for the five different Swiss luxury and lifestyle companies to potentially operate successfully in the Middle East luxury and lifestyle market.

The study identifies barriers and operations challenges especially for Swiss and other foreign luxury and lifestyle retailers in the Middle East, understands the future (2017) institutional environment of the luxury and lifestyle retail sector in the Middle East and applies the institutions-resources matrix in the context of a Swiss company to evaluate the uncertainties prevailing in the Middle East luxury and lifestyle retail sector. It helps in turning insights about future developments in an industry (segment) into consequences for the corporate and functional strategies of a company.

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

CSS 5: International Business.

The learning outcomes are as follows: to understand the internal processes that take place in social media influencers operations; to evaluate the role communication and planning in the social media marketing process; to discover the importance of social media as a pinnacle of new communication mix tool; to make strategic decisions in managing a social media account; and to highlight how the team internal interactions could determine the success and profitability of the social media influencer.

Case deals with the growth and managing issues faced by the social media influencers in Kazakhstan. The case shows the other side of social media marketing, where the main focus is shifted from the corporate clients, who use social media influencer, toward the influencers themselves and challenges faced by them. Hence, the case reveals the story of Jokeasses team, who are based in Kazakhstan with significant following both on Instagram and YouTube platforms. The decision-making dilemmas in the case focused upon not only the issues of brand formation but also how online brand could be transferred into profitable enterprise.

Bachelor

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 3: Entrepreneurship.