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This case study has been written to illustrate the basic difference between goods and services, the difficulties of customer education in a developing county and the transition from goods to goods-cum-services for a company.

This is an ideal case to be taught in the second class of service marketing at the BBA level and will highlight the differences between goods and services in the same company.

Haseen Habib is a company selling a combination of products and services in Pakistan. It is involved in the supply of fire protection equipment together with the provision of training and other facilities to enable organizations to take a proactive approach to disasters caused by fire and the appropriate response in case of a fire related disaster. This dimension of business is still in the infancy stage in Pakistan, and few people actually realize the need for fire protection services. Safety, risk management and risk prevention are often matters which take a backseat in the corporate, industrial, residential and commercial spheres. The emphasis is on dealing with the aftermath of events rather than to prepare them in advance. The company has a very clear vision and mindset which aims at taking a proactive approach toward managing and preventing risk. They are the pioneers of the safety industry in Pakistan and hold a strong work ethic. The company imports its equipment from the USA, China and Europe. Their target market mainly includes high risk sectors including oil and gas, chemicals, textiles, paint, nuclear and defense. The product portfolio included firefighting equipment like fire extinguishers, safety items which included head-to-toe safety attire for industrial workers and fire alarm systems including smoke detectors. The company also provides different levels and kinds of training and has experienced staff trained abroad in state-of-the-art techniques. However, in Pakistan, investment in risk management is often considered unnecessary, and in such a situation, imparting knowledge is a considerable challenge. The case can be used to study a number of topics. It can be used in a services marketing class to highlight the ways in which services marketing differs from conventional marketing of goods. It can also be used in disaster management courses or to reflect the status and position of developing countries, such as Pakistan, in dealing with unexpected disasters and catastrophes.

Following are the expected learning outcomes: to appreciate the difference between goods and services; to understand the issues in moving from a goods-oriented to a service-oriented company; to understand the challenges facing Haseen Habib in the context of customer education, keeping in mind it is functioning in an emerging marketing with a particular socio-cultural context; and to propose a way forward for Haseen Habib.

CSS 8: Marketing.

The learning outcomes are as follows: to understand the management styles and motivations of SME founders; to understand how SMEs innovate with limited resources; to develop and evaluate technology and platform options to solve operational and business model issues; to build a transforming strategy by leveraging technology; and to understand the agricultural industry and its significance to emerging economies.

The case is about a Small and Medium Enterprise in India that focussed on the agricultural sector. The company was owner operated and highly successful. As a result, the owner decided to maintain status quo till the COVID-19 crisis forced the company to relook at its strategy and innovate for the second time in its history.

MBA.

Teaching notes are available for educators only.

CSS 11: Strategy.

Marketing Communication.

At the undergraduate level, this case can be used in marketing courses such as Marketing Fundamentals, Marketing Management, Marketing Communication and Consumer Behavior. This case may also be used for Master's level students for Quality when focusing on safety/security in offices and factories.

This case is used to introduce the concept of B2B and B2C marketing and explore the possibilities of converting an industry that essentially uses B2B marketing communication to choose B2C options. This case is also important for creating awareness on safety and preventive measures in the face of a fire crisis.

Understanding the role of marketing communication. Differentiating between B2B and B2C markets. Exploring the application of B2C marketing communication in the fire suppression systems market in the Middle East.

Teaching notes.

The case specifically discusses the role of stakeholders and non-market forces and how they can potentially influence the strategic choices of firms. Participants need to have some basic understanding of non-market forces, and stakeholder theory. The case is suitable for courses on sustainable supply chain management, closed loop supply chain management, reverse logistics, green business, environmental management, strategic management and business in emerging economies.

The target audiences for the case are bachelor and first-year MBA students and trainees who are interested in learning the relevance of non-market forces in sustainable growth of an industry and the importance of stakeholder management in the smooth conduct of business.

The case study details how the plastic industry in Kerala faces a non-market threat and how it affects the progress of the industry by using the example of Ashiyana Pipe. Though plastic is a unique material by virtue of its reusability and non-perishable characteristics, it has invited a lot of criticism, as there is a wide spread perception regarding its detrimental impact on the environment (such as choking drains, preventing the degradation of solid waste because of its impermeability, etc.). But the reason for experiencing the detrimental impact of plastic can also be attributed to the inability of the supply chain of the plastic industry to reach a closed-loop status, especially in developing countries such as India, as all categories of post-consumer plastic are not reaching recycling plants. Lack of awareness, lack of community participation in proper segregation and aggregation at the source, absence of incentive systems, weak regulations and poor monitoring are discussed as the common barriers hindering the achievement of closed loop status of plastic supply chain. Detailing the barriers, the case study explains the failure of informal and formal recycling markets in Kerala. Finally, the case study proposes a model with involvement of all the key stakeholders to reposition the hate toward plastic into love through recycling initiatives.

Expected learning outcomes of the case are listed below: illustrate the importance of stakeholder involvement in achieving a sustainable business and to stress the importance of a decentralized approach. Illustrate the relevance of non-market forces in sustainable growth of an industry that has significant impact on the surrounding environment and society. Critically analyze the existing business models (based on market mechanism) and suggest possible improvements and alternatives. Understand the challenges that will be faced while implementing an inclusive model with involvement of all stakeholders to reduce the negative impact of non-market forces.

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CSS 11: Strategy.

The present field-based case study is related to topics in marketing area, more specifically brand management, strategic marketing and business strategy.

This case is primarily meant for second-year students in a postgraduate program in business management (MBA). The case could also be discussed in an executive development program on marketing/business strategy.

The present case is based on Aava natural mineral water, the brainchild of Mr Behram Mehta, Chairman of Shelpee Enterprises. The case explores at the various marketing strategies adopted by Aava in India. The case traces the brand's foray into the Indian bottled water market as a regional players and its growth as a pan Indian brand. However, in early 2012, the majority of Aava's sales were coming through institutional sales. The brand was facing a challenge of trying to find a foothold in the retail market. The balance between becoming a mass and a premium brand was also looming large. The major question that Aava needed to answer is whether it should restrict itself to the B2B market or whether it should try to penetrate the retail market. Given the latter is more beneficial for the company, the issues of product, pricing and brand communication needed to be revisited since these are not similar for B2B and B2C brands.

The various learning outcomes of the case include: understanding the differences between B2B and B2C marketing and the need for different strategies for both, apply marketing research findings to introduce a product in a market, evaluate and execute marketing communication strategies based on human behaviour for more effectiveness, evaluate alternatives leading to the right choice of branding/marketing strategy, understand the role of 4Ps of marketing for successful business and industry analysis.

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This case study focuses on the problems that a company have in segmenting a local market of a gas distribution company and some strategies that they can use for developing a viable market segmentation to target the right segment that will provide a good economics, revenue base customers who also have the mindset to change to a new product. At the end of this exercise, students should have a clear understanding of the following: the essentials concepts of market segmentation, targeting and positioning and how they can be leveraged so that businesses increase their returns; the main elements/steps that drive market segmentation and business positioning; the appropriate methods for market segmentation when targeting local markets for a city gas project; and the challenges companies might face when changing a product.

In 2018, commercial customers began asking Abu Dhabi National Oil Company (ADNOC) Distribution to provide a sustainable solution to ensure a continuous supply of safe gas and avoid the interruptions and hazards associated with the supply of liquefied petroleum gas (LPG) to their premises. The request was discussed with the ADNOC marketing, supply and trading (MST) Division to investigate the possibility of growing the natural gas business in the Emirate of Abu Dhabi, thus contributing to the Emirate’s security, economy, environment and community, and ultimately to ADNOC Strategy 2030. Khaled Salmeen, Director of the ADNOC MST Division, believed that industrial customers accounted for higher business volume and profitability. Nevertheless, he advised Shuhab Al Shehhi, the City Gas Project Manager, to study the potential benefits in targeting both residential and commercial customers as part of ADNOC’s responsibility towards community engagement and investments. Al Shehhi had to address several questions: How could the City Gas Project be strategized and positioned so as to target all market segments? What were the potential outcomes? Would targeting all market segments strengthen ADNOC’s brand position?

This case study was written for Marketing and Strategic Management courses in Bachelor of Business Administration programs.

Teaching Notes are available for educators only.

CSS: 8 Marketing

This is a case of a crisis project management which showcases the unpredictable nature of the project and the role of management in handling the crisis. It is the case of a very severe cyclonic storm hitting the city of Visakhapatnam plant during October, 2014. The whole city was devastated and so was the situation in the Steel plant as it was under zero power conditions for around 10 days. This case gives need for managing an integrated steel plant in case of very severe cyclonic storm and documents the sequence of events and managing unforeseen uncertainty using NTCP concepts.

This case is the first of a three-part series that follows the managerial, strategic, and communications decisions of the Swachh Bharat Mission (SBM) or Clean India Mission, the flagship programme of the Government of India to eliminate the practice of open defecation (i.e., not using a toilet) from 2014 to 2019. As of 2014, 550 million people in India practiced open defecation. This problem posed a massive public health hazard and economic drag for the country as well as a threat to global health. Written from an insider's perspective, the cases centre on the decisions made by a new Secretary of the India's Ministry of Drinking Water and Sanitation, who was hired to manage SBM, and the team he assembled. Case A sets the stage for addressing open defecation in rural India and discusses the human resources and strategic challenges to implementing SBM from the vantage point of the new Secretary. It ends with strategic dilemmas related to what the new SBM team should do once they had sized up the challenges to eliminating open defecation by 2019. The case provides an opportunity to deliberate the managerial and strategic decisions of a globally relevant public behaviour change and rural infrastructure development program as well as different forms of public sector implementation in the Indian context.

Emerging markets – marketing and business strategy; social entrepreneurship; opportunity identification; frugal innovation.

MBA; marketing management; specialis ed courses such as entrepreneurship and international marketing. Data rich case, but analytical difficulty is only moderate.

Reboot Systems was conceived as a reverse engineering/refurbishing company for used computers when Rahul Chowdhury and Subbarao came in contact with Anand Tater who had started a small business in the used computer market. The team recognised the potential of the refurbished computer market in India, which was largely unorganised with penetration of personal computers pegged at less than 5 per cent. They identified the opportunity to address the digital divide, caused by lack of affordability and accessibility, by providing inexpensive “as good as new” used computers to those who aspired to own a computer. Additionally, in extending the life of used computers on a large-scale through “frugal innovation”, they hoped to reduce the extent of e-waste generated in the economy. This case provides a rich description of an emerging market characterised by market heterogeneity, social-political governance with poor policy measures, unorganised markets, chronic shortage of resources and inadequate infrastructure. Entrepreneurs hoping to address social issues must tackle these problems at the grass-root level and come up with improvised solutions that address the unique needs of the heterogeneous and resource constrained market. Some of Reboot Systems pressing challenges were in building a viable strategic approach to the market and ensuring scalability in a sustainable way.

An understanding of the characteristics of an emerging market from a macro (environmental) as well as micro (industry specific) perspective, an appreciation of opportunity identification and improvisation in emerging markets as well as differentiating “frugal” innovation from the idea of “Jugaad”, an understanding of the role of strategic vision and mission in accomplishing social and business objectives, an understanding of how to develop sustainability and competitive advantage from a social as well as business perspective.

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The case concerns sustainability and social entrepreneurship.

The case is relevant for teaching sustainability and social entrepreneurship to MBA students as well as for executive training programmes for middle- and senior-level employees.

The Dignified Mobile Toilets (DMT) case describes how the innovative idea of Isaac Durojaiye, popularly known as Otunba Gadaffi, yielded a lot of socioeconomic and environmental impact and changed the face of sanitary health in Nigeria as well as glamorized what he called “shit business.”

The case gives an account of how Isaac Durojaiye – a graphic artist and a credit card fraud investigator – conceived and built the first mobile toilet in Nigeria by using a 40-feet container. Initially, he had to battle with the lack of patronage, as not a single order came in for the first four years that the wagon toilet was displayed. But Durojaiye was not discouraged because he was involved in security consulting along with the sanitary job. The case recounts how the Founder/CEO of DMT mobile toilets identified social issues (lack of public toilet facilities, poverty, disease, unemployment, crime and so on) in the society and turned it into business success; his efforts helped the development of the social sector in Nigeria. The case also narrates the growth of the mobile toilet market in Nigeria and DMT's market share of this sector.

This case also describes the poor state of public toilet facilities in Nigeria, which forced people to answer the call of nature in open places, thereby polluting the environment and jeopardizing public health.

The DMT marketing strategy and how the company made proper use of the area boys and widows to franchise their toilets was stated. The case also highlights the social and environmental impact of DMT toilets and the company's future direction.

The case will help student see opportunities in the social space and understand that there are business models that provide both social and economic benefits simultaneously.

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