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Marketing Management, Business Strategy and Promotion & Advertising.

Associated degree, undergraduate and graduate students as well as executives from profit-making organizations.

Groupon is the world's largest daily-deal Web site and a pioneer in the group-buying industry. The major feature of the company's business model is that merchants use Groupon as a platform to offer coupons with a discounted price, and the coupon buyers can then redeem these coupons. Groupon has done business in over 50 countries and, by 2012, had over 39.5 million subscribers received its daily news. It had a 59.1 per cent share of the daily-deals market in 2013. Groupon is a publicly listed company on the NASDAQ in the USA, trading under the ticker symbol of “GPRN”.

The students' business knowledge and skills will be sharpened by working through this case, and students will be challenged to identify solutions to the marketing concerns: specifically, how the driving approach of its daily-deal business model enabled the company to adopt a growth strategy that will confront the difficulties of the emergent “golden age” of the daily-deal industry in the twenty-first century. In addition, it will also be of help to the students to take the active roles of thinker, analyst, evaluator, decision-maker and implementer to evaluate the continuing changes in a competitive environment and consider how Groupon can seize available opportunities to predict future performance by comparing data from 2008 and 2012.

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The subject area is retailing in the Indian business context.

The case is suitable for an MBA course on retail marketing. Positioning is that of an advanced elective, trying to educate, apply and synthesize the facets of learning, thinking and assimilating concepts with practicalities.

The case elucidates the trials and tribulations of Bharat Bazar, one of the top contenders in the Indian retail scene. It explores the journey of brand making and customer patronage. Under consideration is a set of options for the retailer's next stage of growth. While the decisions are not to be mutually exclusive, it is clear that the firm has neither the capacity to scale up without proper locations nor unlimited management resources for economic viability. The retailer naturally has to choose the best direction possible and dedicate all efforts to bring the firm to the next level of growth. The strategy has to be robust in any case.

The case will help students to: appreciate Indian macro retail variables; analyse business decisions of a retailer based on location, merchandise, and profitability; and explore future strategy options from the growth perspective as well as a socially responsible player.

Socially, the case is nourishing and enriching as it connotes not only a wealth creation angle, but also a green and efficient supply chain one. Retailers must cater for the choice pattern of the society, whether essential or non essential items of consumption.

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The teaching objectives of the case study are to provide students with an understanding of how strategic marketing tools are applied in an international marketing context and how brands, especially brands that come from emerging markets, are introduced and managed within modern versus traditional trade (e.g. ethnic shops).

This case illustrates the challenges and opportunities related to the introduction of a brand to a new market wherein the product (traditional coffee), although part of a very well-developed product category (coffee), may have been new to consumers in the new market. The brand itself, Zlatna džezva, is a flagship brand in its home country (Bosnia and Herzegovina) within a developing market. However, both the brand and the traditional coffee experience are relatively unknown to other markets. The case study focuses on Vispak’s CEO and CMO who are contemplating their next business move in the new market. Finally, the Dutch market and consumers are presented to facilitate the process of segmentation, targeting and positioning for students. The case study concludes with a task and dilemma for managers of the company.

This case could be used in a variety of undergraduate level classes, depending on what the instructor wishes to emphasize. The authors use the case for following courses: principles of marketing, marketing management and international marketing. In all courses, the case is allowing students to obtain the greater overview of the scope of the strategic marketing decision-making. Before starting with case analysis, students should have some familiarity with central marketing issues and concepts, specifically related to analysis of environment, segmentation-targeting-positioning, product and brand management.

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CSS: 8: Marketing.

International Marketing, Marketing Strategy.

Postgraduate Programs.

This case investigated the effectiveness of experiential marketing on Indian customers and how it can be used to bring about significant positive change to the perception of a brand and its brand promise in emerging markets. Polaris India was a wholly owned subsidiary of Polaris Industries USA Inc. it was founded in India in 2011 with Mr Pallav Dubey as Head of the organization. Polaris specialized in building world class off road vehicles (ORVs) and was a global leader in the same. India did not have a ready-made market for ORVs as such. Mr Dubey was entrusted with the task of creating a market for the product and successfully sell it in the Indian market. There was no production facility in India and all the products were imported as Completely Built Unit (CBU) from US-based production facilities. Mr Dubey tried different communication adaptation methods using traditional styles of marketing which gave limited success. However, the concept of Polaris experience zones, which used the concept of experiential marketing was a hit and started yielding returns. The case study provided an opportunity to explore the reasons behind the success of Polaris India despite having a product whose price was affected by currency fluctuations, a product which was majorly used in agricultural areas in USA but was perceived as a premium product in emerging markets. The case also looked into the question of product adaptation and communication adaptation for successfully selling a product in the global market especially in emerging markets. The role of the chief protagonist Pallav, his contribution to the previous stints at different organizations and the role of a leader in this scenario has been brought to the forefront.

The case is expected to deliver answers to the following questions in an effective manner: How to price a product effectively in the International Market? What is Experiential Marketing? How is International Marketing strategy different in an emerging market?

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CSS 8: Marketing.

This case study is a compilation of data gathered from secondary data sources.

Roger Federer has won a record setting 20 grand slam titles in his career and has an impressive 103 ATP singles titles to his name. He has stood the test of time and is widely acknowledged as one of the most distinguished players of all times. His personal charisma, classic shot making abilities and consistent stylish on-court performance over a long period of time has created a brand – Roger Federer. Inevitably, as he will have to wind down his career, it would be challenging to brace the brand and identify ways for its endurance. Various models of brand management, namely, Brand Identity Prism and Customer-Based Brand Equity model, have been applied for the brand – Roger Federer. An analysis of brand-building practices can help to understand how sportspersons build brand equity and factors which characterize personal brands that develop in a professional arena. This case study also helps to dwell on how human brands will sustain themselves after the players retire.

This case is designed to teach the concepts of brand in courses such as brand management, marketing management and sports marketing to both undergraduate and postgraduate classes of business management. This case can also be used in various executive programs and in customized short-term courses.

Nicolas Dupont, the owner of Chateau de Montana, a struggling (and old) boutique hotel in Crans-Montana Ski Resort, Switzerland, wished to renovate and reposition his family-owned hotel to target higher room rates. Dupont commissioned Olga Mitireva and Yulia Belopilskaya as consultants to assess the proposition. The consultants had to extract cues for the room rate of the repositioned hotel from comparable hotels. However, the room rates varied significantly across similar hotels due to their differing characteristics and locations. It was a cognitive challenge to read the patterns from a few comparable hotels. They collected the data of 200 hotels from similar locations and simulated room prices using hedonic regression models.

This case was successfully taught in a second-year MBA marketing course on the science of behavior change. It would be suitable for first-year MBA and executive education programs. The material would work well on courses on women in business, women as leaders and women in data science. The female protagonist creates a tech platform and uses a data-driven model.

Marketing – it was used in a module around leveraging existing insights and creating new ones in marketing strategies. The course is structured around a “pathway to behavior change” framework. This case focuses on the analysis segment of the model, introduces targeted behavioral challenge(s) and lends itself to identifying consumer insights, biases and behaviors. It uses that analysis to learn about the market, competition and gaps to fill.

This case uses a startup in the retail industry to explore the leverage of behavioral science to enrich a business model and structure a marketing campaign. The material unfolds the testing of an innovative process and use of persuasion to align business practices with human behavior and scale. In addition, it gives the opportunity to discuss how a minimal tech solution could bring in market data and provide a test platform to larger clients.The founder of Rohvi, Sara Whiffen, created a platform that allowed shoppers to buy clothing items from local retail stores, use them and after a few wears, return the items for partial store credit. The business model was based on Whiffen’s experience in the automobile industry with used cars. Following her first few years in the business, Whiffen had to make some decisions around engaging clients on two sides – retailers and consumers. How can an innovative startup leverage behavioral science to persuade multiple stakeholders?

• Learn marketing concepts in material and a tech platform featuring a female protagonist and team; • practice evaluating a product and capturing value using behavioral science; • understand consumer/business biases and practice forming and delivering a persuasive message; • learn to leverage and create new insights to aid behavior change in business-to-consumer (B2C) and business-to-business (B2B) contexts; • analyze behavioral insights to identify new opportunities in a competitive marketplace; • unfold a framework to explore consumer motivation in recommerce; and • explore the use of experimentation in changing consumer behavior and improving decision-making.

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

Females need to be represented in core business education curriculum such as data analysis in addition to classes focused on social equity and business. This all female executive team pursued an innovative process built on a technology platform using a data-driven model to gain enterprise clients. The material offers an opportunity to explore sustainability.

CSS 8: Marketing

Israeli entrepreneur and inventor Dov Moran envisioned the creation of a mobile device that was a small, stand-alone, fully functional mobile phone that could be slipped into a variety of enclosures, or “jackets,” that would provide added functionality and better reflect the personalities of its users. As the development of the Modu phone began to take shape, Moran and his team decided that to ensure the success of the new phone's much anticipated launch, Modu would develop and market the accessory jackets itself. The question now was which of the eight jackets to develop and what factors should be considered in making that decision. The case is about how to estimate optimal product-line extensions after accounting for experience curve and cannibalization effects of products that share similar features, cost, and price. This will require quantitative analysis that estimates the effect of the experience curve and cannibalization on cost, revenues, and ultimately, profit. The issue is how to optimize profits by choosing an ideal set of products.

• Understand the importance of quantitative analysis in launching product-line extensions while taking into account demand and cost side interactions

• Combine both qualitative and quantitative data in choosing a targeted segment

• Reflect on the strategic and financial considerations in choosing a segment for a new technology product

• Evaluate the implications of experience curve and cannibalization when introducing product-line extensions and their impact on the decision under consideration

Understand the importance of quantitative analysis in launching product-line extensions while taking into account demand and cost side interactions

Combine both qualitative and quantitative data in choosing a targeted segment

Reflect on the strategic and financial considerations in choosing a segment for a new technology product

Evaluate the implications of experience curve and cannibalization when introducing product-line extensions and their impact on the decision under consideration

Narayana, the head of Market Dynamic's (MD) Telecom vertical was working on the data analysis plan for the research on the telecom project that they had done for CWP. CWP was a well known consultant and had conducted a research with MD to generate consumer insights in the telecom space. These would help bring credibility for CWP and help in business development. CWP had requested for an early delivery and Narayana was planning to work on the analysis plan himself as his chief analyst was on leave. This case highlights the importance of an analysis plan in research. Specifically, it illustrate the role of different tools in data analysis and familiarizes participants with various tools and their applications. This case would be useful for students in Business Research and Market Research courses.

Choice Behavior.

The case study deals with cross-gender analysis of impulse buying behavior in apparel shopping in India. Any extrapolation of this study to other markets should take into account that Indian consumers are price sensitive. The buying behavior in apparel shopping may not be directly related to other retail categories such as ready-to-eat food, consumer electronics, etc.

Mr Khuswant Chaddha’s family business is in tatters. Market dynamics have changed over the years and his textile mill is no longer the cash cow it once was. His son, Gaurav Chaddha, a recent engineering graduate, plans to save the business by venturing into branded apparel retailing. A key component of this strategy is to figure out impulse shopping behavior in apparel purchases. The gender angle is used to better comprehend the differences in impulse buying emotions so that males and females can be targeted with greater success. A survey of shoppers belonging to suitable demographics is used as the backbone of this study. The analysis of the data presents several dilemmas in some critical business decisions.

The objectives of the case include: understanding how marketplaces change over time; realizing the fact that businesses should evolve over time and even highly profitable business models can become obsolete pretty fast; studying the factors which influence the choice of an apparel store; understanding impulse buying behavior and how gender plays a decisive role in it and analyzing post purchase behavior with respect to gender.

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.