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The case study offers a unique teaching tool to the instructor and learners. Very few cases offer a product and segmentation dilemma in a single problem. The discussion would enable learners to:

– conduct a situational analysis by using frameworks such as the 5C and SWOT;

– understand different kinds of segmentation options that a firm can consider;

– understand the nuances of making a viable and actionable new product launch decision;

– analyze the pros and cons of a segmentation decision and comprehend how the decision will impact the firm’s marketing and/or business strategy.

Sirona Hygiene Private Limited was a young startup founded in 2015 by Deep Bajaj. The firm had three brands under its umbrella, namely, female hygiene (Peebuddy), menstrual hygiene (Sirona) and protection and wellness (BodyGuard). Though the firm was recognized for feminine hygiene products, the pandemic boosted the sale of BodyGuard face masks and hand sanitizers.

The sanitizer market was growing, and protection and sanitization products were now part of every consumer’s daily ritual. As BodyGuard now had some brand recognition, Sirona could consider expanding the sanitizer line with a natural new product formulation. However, the expansion decision could have short- and long-term impacts on BodyGuard and Sirona Hygiene. The decision could be two-pronged, involving a product line expansion and revisiting the BodyGuard segmentation strategy. Currently, the BodyGuard range was focused on business-to-consumer (B2C) users, but volumes were higher in business-to-business (B2B). Second, BodyGuard was a forced fit brand amongst the Sirona family of feminine products

Thus, as Sirona considered a new product opportunity, assessing the viability of a possible move to the B2B segment may be prudent. However, the BodyGuard range also had mosquito repellents and baby products, which were essentially a B2C option, so was it more practical to stay as a B2C brand? Furthermore, if BodyGuard stayed a B2C brand, should it consider a demographic segmentation, or was a psychographic approach more beneficial in a cluttered commoditized space such as sanitizers? Which approach would build a consumer–brand connection? Or should the brand straddle both segments? Finally, the firm would also need to assess the BodyGuard segmentation strategy from the overarching Sirona business strategy.

The case can be used for a foundation course in Marketing and/or an advanced elective on Product Management or Marketing Strategy.

Teaching notes are available for educators only.

CSS 8: Marketing.

Entrepreneurship; Business Strategy; Business Environment courses.

This case is appropriate for use in Masters in Business Administration (MBA) programs as well as advanced undergraduate courses. The case provides an apt simulation of the emerging Indian fast food companies in the competitive dynamics of Indian business environment.

Rakesh an MBA graduate from the University of Hartford, Connecticut, after four years of corporate experience, made a decision to start a business of his own. Thus, was born Infusions Foods Pvt Ltd (IFPL) an entrepreneurial venture of Rakesh Raghunathan. IFPL launched its fast food chain of grilled wraps under the brand name of PETAWRAP. The brand was positioned to target the recent consumer behavior shift of Indian consumers which was towards healthy, nutritious food combined with the concept of necessity-based eating out.IFPL had successfully opened six company owned outlets by March 2011. Their strategy for success was built on the age-old four-point formula of a good-quality product, at value for money prices, delivered efficiently to the customers. The absence of “a hygienic branded product” in this Indian fast food industry contributed to the initial success of their company. Rakesh believed that key to building the brand image depended on quality in terms of operations standardization and product quality.

The case is structured to achieve the following pedagogical objectives: To identify the forces on which of an entrepreneurial opportunity is dependent; To analyze the changes in competitive dynamics of Indian fast food industry and identify the factors that lead to the emergence and acceptance of PetaWrap; To understand the challenges of building a brand in low-cost business model and the economics of cost incurred; To evaluate the business strategy and the business model adopted by the company for expansion.

Teaching notes

A pitch deck for Girlythings has been provided as a supplementary material for this case. Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes

In the light of the case and the accompanying case questions, the students should understand the following: socio-cultural perspectives in adopting the use of taboo products in an emerging economy and a conservative society such as Pakistan; role of government and non-governmental agencies in influencing policy framework; the application of the theory of planned behavior in channeling positive attitudes toward the use of personal hygiene products; peculiarities of formulating an expansion strategy for entrepreneurial ventures; and idiosyncrasies of developing effective business pitches.

Founded in early 2018, Girlythings was a young startup spearheaded by Tanzila Khan. It aimed at not only improving the availability of sanitary products in the emerging Pakistan market but, over and above, also removing the stigma attached to the topic of menstruation in the society. While the startup was still nestled at an incubation center, the protagonist faced the utmost challenge of deciding the fate of the venture due to the taboo nature of the product. This case is a rich description of the stigma that prevails on the topic of women health in conservative societies like Pakistan. It will help students appreciate the idiosyncrasies of operating in emerging markets and spearheading ventures that deal with sensitive issues.

This case is geared toward undergraduate students enrolled in courses of strategy, strategic marketing and entrepreneurship.

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

After completion of this case study, students should be able to reflect on the concept of creating shared value and then determine whether Shesha Geza can be referred to as a shared value company and, if so, what level of shared value it demonstrates. They will be able to subjectively and objectively understand the possible meaning of when a social enterprise embarks on a strategy to scale the organisation; clarity of construct will enable managers to better plan and successfully implement scalability goals. They will also be able to recognise, once scalability goals are better understood and planned, that there are a multitude of intra-organisational levers and drivers that may contribute to the organisation’s ability to scale its operations, which are related to specific internal organisational capabilities of social enterprise companies. In addition, there are situational factors that may affect the business either positively or negatively in relation to the scalability success of which a social entrepreneur should be aware.

In April 2021, Dean Boniface and his brother, Roger, had just signed off a new informational video for their Shesha Geza innovation, a low-cost hand-washing station designed for use at commuter hubs and high-traffic areas across the African continent. The unit used diluted chlorine instead of alcohol-based sanitisers to ensure a more expedient and sustainable solution, one better suited to Africa’s logistical challenges. Boniface, the co-founder of Vue Architects, had conceptualised the idea of the hand-washing hub during South African Government’s enforced COVID-19 lockdown from 27 March 2020 to 1 May 2020. Shesha Geza’s speed to market was a key contributor to its successful response in solving a critical social need. Throughout 2020, Boniface and his team built successful partnerships and secured an impressive order pipeline within a short span. Export opportunities across Africa, installations and maintenance of a sizable number of units across South Africa and the development of a behavioural change programme aimed at hygiene in schools kept the momentum going in the business. However, a year into the business and the future sustainability of a crisis–response enterprise and the ability of a shared value enterprise to scale were playing on Boniface’s mind. He was worried about the future of the small resource-constrained business. Holding onto the mental map of everything the team had learned over the past year, Boniface was confident about one thing: “All the programmes we build around Shesha Geza are value-adds to our current business. Hand hygiene will not diminish after COVID-19; it will continue to be an important social issue across the African continent.”

This case is intended for discussion in post-graduate-level courses such as an MBA and in postgraduate courses focused on business model innovation or on creating shared value. This case is suitable for use in the environment of business courses in relation to environmental situational factors that may affect the ability to scale social enterprises or strategic implementation courses, considering the still pervasive challenge of scaling increasingly important social impact enterprises.

Teaching notes are available for educators only.

CSS 11: Strategy.

In 2013, ‘Fashion Destination’, a well-established clothing retailer considered setting up a clothing and accessories rental service. They hired a market research agency ‘Wright & Company’ to conduct a research on the sustainability and profitability of such a business model. The consultants collected primary data and did an extensive analysis for Fashion Destination. Based on the secondary research, expert interviews, extensive qualitative and quantitative research the consultants recommended the management to start a clothes and accessories rental service but suggested that the product offering be limited to formal clothes only and offer accessories. Vishal had doubts despite of the go-ahead signal from consultancy. He wondered what recommendations should he accept and which needed further verification.

Retail marketing: it can be discussed in a retail marketing course to explain the growth and expansion of the retail chain and illustrate the features of a retail model that can consider franchise as a method to expand or distribute its branded merchandise in other retail outlets. The case will also help assess the financially viable growth. Marketing Management: It can be useful for a comprehensive yet straightforward explanation of marketing mix price, promotion, place, and product, also at the same time it serves to explain the importance of customer service in terms of retailing. Strategic Marketing: The case provides varied growth options that are being considered by retail organizations, which gives the student real-time opportunity to arrive at strategic decisions by considering financial viability, internal strengths (SWOT analysis), franchising as a growth option.

This case can be used in foundation course on retail marketing or even in strategic marketing in postgraduate management program, or the dilemma can be explained as a part of a marketing course for postgraduate, executive programs, management development programs.

Kanwar, the owner of 39 Bakers, was one of the fastest-growing retail outlets in Jammu, India. He had been successful in carving his pie for himself with its unique bakery products of more than 1000 variety of, break-even point price, everyday surprise product (EDSP), reasonable price, open kitchen concept, hygiene, excellent customer service. Within three years, 39 Bakers had grown from one to eight outlets, and revenue had increased to US$68,621, and vision was to achieve US$2m within the next three years. To achieve his vision, he made two business expansion plans either to start product distribution to other retailers like an FMCG company or to go ahead with the business format franchising model. The investors needed a detailed planned within three days. But Kanwar had to decide should he expand geographically and start with franchise model or shall he establish his brand with product distribution, and then go for the franchise model, which plan would make him reach his vision by 2023? Which strategy would be efficient? He indeed wanted to go for the franchise model, but the question is when?

This case will help entrepreneurs to decide on services and retail industries to expand their business and explore available growth options. It offers a platform to talk about how often franchising used to fuel growth. Either you select to be a franchisee or independent business owner or provide franchising opportunities or start your distribution network, a detailed business plan is one of the most critical decision-making activities. Without adequate details, it can make your life's most expensive option. After students have worked on the case and the task questions, the students can analyze whether a company should grow through product distribution, franchise or both; appreciate the significance of a business plan and to recognize all aspects of a retail operation, including the marketing mix; carry out strengths, weakness, opportunities, threats analysis and can develop Internal and External Factor Evaluation Matrix (IFE AND EFE); and examine various franchise options available for business expansion in a developing econ.

Position in course – This case can be used in foundation course on retail marketing or even in strategic marketing in postgraduate management program, or the dilemma can be explained as a part of a marketing course for postgraduate, executive programs and management development programs.

Teaching notes are available for educators only.

CSS: 8 Marketing.

This case study outlines the strategic and organisational issues faced by an entrepreneurial firm operating in an emerging economy. This case study has been written to equip students with how entrepreneurs can overcome certain barriers and use technology to achieve product–market fit, taking the Indian laundry sector as an example. The following are the key learnings for the case: start-ups need to continuously assess the product–market fit to organise a highly unorganised sector; market entry and expansion modes require proper evaluation of available entry and expansion modes before pursual; franchising decisions require firm-specific and location-specific considerations; and careful consideration given to celebrity endorsement will result in increased sales.

The Indian laundry market was a highly unorganised market and presented an untapped opportunity. While the market opportunity was enormous, the existing solutions comprised local vendors that may not provide end-to-end services (washing, ironing, etc.). The case study described how a young entrepreneur, Arunabh Sinha, overcame certain challenges to achieve a product–market fit for metro cities and later expanded to Tier 2 and Tier 3 cities in India as well. However, the challenges remained, as the firm expanded by using a franchise model, and other modes of business were required to be evaluated as well.

The case study is suitable for students pursuing MBA courses in marketing, service marketing and entrepreneurship development.

Teaching notes are available for educators only.

CSS3: Entrepreneurship.

After completion of the case study, students will be able to critically appraise the strategic growth opportunities of an “eating out” industry brand; evaluate the role of customer relationship and retention management in sustaining a brand; and analyse the importance of developing core competencies for long-term business viability.

Since its inception in 2017, Urban Chowk was one of the pioneer places that successfully managed to create a hospitality format called “food and lifestyle park” which combined multiple food brands with good ambience and entertainment, all under the same roof. Although Urban Chowk was one of the popular brands in the given format, its USP was not difficult to challenge or copy. The owner, Mr Kartikey Rajput, anticipated a deluge of similar establishments in the near future. Urban Chowk led the pack in terms of footfalls compared to similar establishments, with Rajput looking to expand his brand beyond Ahmedabad. The case took 2022 as the timeline and brought forth the challenge that Urban Chowk faced. The primary challenge was retaining the existing customer base along with adding newer ones. Second, with the industry being extremely dynamic, it was important to determine how marketing analytics could be used to collect customer data and convert them into repeat customers, thus building a loyal customer base.

This case is applicable for teaching at undergraduate and graduate levels for understanding the concepts of brand development and strategic growth as well as creating and maintaining customer relationships, also helping the students in assimilating these concepts as a part of brand building.

Teaching notes are available for educators only.

CSS 11: Strategy.

Business/technology strategy. The purpose of the case is to enable the students to understand the following: how technology implementation can change the face of business like cab service? How information technology deployment can influence competition? How investment in company's IT infrastructure affects the bottom line?

The case can be discussed at Master of Business Administration (MBA)/Post Graduate Diploma in Business Administration (PGDBA) level students as well as executive education program. It is aimed at graduate level and postgraduate level management courses such as management information systems, strategic information systems, and technology management.

Meru Cabs, started in April 2007 at Mumbai, was one of the firsts to provide “radio taxi” service in India. Meru Cabs delivers a reliable taxi service by concentrating on three C's, namely customer, call centre and chauffeur. Much of its growth can be attributed to successful deployment of the technology. This case presents the growth of Meru Cabs and how it has differentiated itself by utilizing the technology to attain market leader position in the four cities – Mumbai, Delhi, Hyderabad and Bangalore, where it operates. Also the case discusses about the future of cab service in general and what it has in store for Meru Cabs. With the flurry of cabs service coming up in every city and the competition getting intense, the case put forth the opportunities and challenges existing for cab companies in general and Meru Cabs in particular.

To enable the students to understand that technology is a strategic tool: to enhance customer relationship, to manage business operations, to achieve sustained competitive advantage and that forms an integral part of company's growth and/or expansion strategy.

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

Organisational behaviour; Leadership; Organisational development; Public–Private partnership; Health care management; Public health.

Masters students in Business Administration, Post Graduate Diploma, Clinical Training of Medical Professionals, Health Leadership Programme.

Prof Jannie Hugo, the protagonist in the case, was considering his dilemma of aligning the multiple partners involved in public health care. A high level of collaboration was required of a multitude of stakeholders in developing the Daspoort clinic into a pilot site for the Tshwane district’s implementation of the National Health Insurance system. In addition, the re-engineering of primary health care with the focus on the patient and community orientated approach were launched on this site.

Gaining insight into international and national landscapes and principles of health care systems. Critically analyse the role of technology in delivering innovative health and social services. Present judgment of Prof Jannie Hugo’s contextual leadership effectiveness in enhancing collaboration between the multiple stakeholders and recommend next steps.

2 × DVDs on Vimeo, Slides and teaching plan with discussion or exam questions with model answers.

CSS 7: Management Science.