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Abstract

Subject area

Management Strategy.

Study level/applicability

Management Graduates and Post-Graduates.

Case overview

Today, tourism is one of the fastest growing industries throughout the world. The tourism industry plays a very crucial role in the country’s economy, as it not only contributes towards the national income but also brings beneficial spillover directly or indirectly on the other industries. Tourism is the most important source of income for many emerging countries. India, a newly emerging economy, also depends, to a great extent, on tourist income. However, this sector continues to not make optimal contribution in India. In today’s competitive arena, the state tourism corporations must use all possible means to maximise growth and profitability through pegging up the rate of tourist arrivals. There is a general agreement in the tourism industry at the theoretical level about the imperative of a public – private partnership (PPP) in serving this objective. PPP aims to synergise the efforts of the two components in the general development of society and increase in competitiveness. The public–private partnership in tourism industry is at an emerging stage and could be developed in various ways. This case study highlights the key learning from Delhi Tourism’s experience on how PPP can be implemented in the tourism sector. This case study discusses an opportunity for Delhi Tourism which can alter the landscape of the tourism industry of India and also the rejuvenation of Delhi Tourism, a public sector corporation, through PPP.

Expected learning outcomes

The case will give a clear understanding of the dynamics and environmental factors governing a mixed economy like India. The reasons for the PPP can be analysed through the case. Students can understand the strategic choice of taking a private partner by a public sector in a very dynamic industry, i.e. the tourism sector.

Supplementary materials

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

Details

Emerald Emerging Markets Case Studies, vol. 5 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 16 June 2017

Beena Salim Saji

This case facilitates students of tourism and marketing to use Kapferer’s brand prism model to analyse the case.

Abstract

Subject area

This case facilitates students of tourism and marketing to use Kapferer’s brand prism model to analyse the case.

Study level/applicability

This case can be used for tourism undergraduate and marketing students to make them understand the processes for revitalising and developing a destination brand to increase the number of visitors and become more attractive to tourists and visitors. The case highlights the major strategies used by the Sharjah Investment and Development Authority team to develop Sharjah as a family, entertainment, eco-tourism and heritage destination among the seven emirates of the United Arab Emirates.

Case overview

Sharjah is one of the emirates which form the United Arab Emirates. The case describes how a young leader of Sharjah developed destination Al Qasba as a tourist attraction, which was earlier not frequented by family and investors. After that, he was vested with the responsibility of developing Sharjah into an investment and heritage destination in United Arab Emirates. The case details how the team used different strategies to attract investors to the destination to make it more attractive to tourists as well the dwellers of the emirates.

Expected learning outcomes

To understand the process of sustainable destination development or place development practices. To analyse the case using using existing models or frameworks such as Kapferer’s brand identity prism or Aaker’s theory and any other. To recommend suggestions in improving the destination development strategies.

Supplementary materials

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

Subject code

CSS 12: Tourism and Hospitality.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 9 July 2019

Syed Shaan Abbas and Muhammad Akhtar

The paper has the following learning outcomes: to understand the historical and geographical aspect of Pakistan vis-à-vis other countries of South East Asia and the world; to be…

Abstract

Learning outcomes

The paper has the following learning outcomes: to understand the historical and geographical aspect of Pakistan vis-à-vis other countries of South East Asia and the world; to be able to understand the different marketing strategies of the tourism company; to gather the knowledge of many unknown facts which remain out of sight and hardly surface; to boost economy if its facts and figures are given due weight age and followed with true letter and spirit; and to give a big boost to an industry which remains mostly dormant for many decades. The ratio analysis of service sector is explained. How finances can be arranged in shortest time and generates profitability for the company is also discussed.

Case overview/synopsis

The study provides an overview on the following topics: lack of interest by the Government in promotion; training of tour operators and guide; and managing the expected income from this industry. This study makes the masses aware that how much potential exist in the field of tourism in Pakistan. How the tour operators find huge potential in all segments of tourism and how the big force of trained manpower can be formed and creates employment. Service sector mostly run on equity finances because of lack of collateral, how efficiently they manage the finance for the business year. It gives details of extensive marketing strategy, the huge profit margin in foreign currency and cost volume profit systems of tourism companies.

Complexity academic level

BBA, MBA and MS.

Supplementary materials

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

Subject code

CSS 1: Accounting and Finance.

Details

Emerald Emerging Markets Case Studies, vol. 9 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 17 October 2012

Gaunette Sinclair-Maragh

The proposed areas of study for this case are strategic management, marketing, tourism planning and development, hospitality management, attraction management and special event…

Abstract

Subject area

The proposed areas of study for this case are strategic management, marketing, tourism planning and development, hospitality management, attraction management and special event planning and management.

Study level/applicability

The case is suitable for undergraduate and graduate students pursuing courses in the areas of strategic management, marketing, tourism planning and development, hospitality and tourism management, attraction management and special event planning and management.

Case overview

The Denbigh Showground located in the parish of Clarendon, Jamaica, is the venue of the annual Agricultural and Industrial Show. Three separate studies conducted indicated the need for its development to enable the use of the facility all year round and to contribute to the socio-economic development of the parish. Suggested development options from these studies included a fun and amusement park, a site for eco-tourism and a multi-purpose agri-cultural facility with linkages to the parish's cultural legacies and places of interest. The large land acreage could facilitate its development, making the property a leading “agri-cultural” attraction concept.

Expected learning outcomes

he students should be able to: identify the typology of the Denbigh Showground as an attraction; categorize the product offerings of the Denbigh Showground from a marketing perspective; explain the factors to consider regarding the development of the showground; analyze the socio-economic contributions of the facility to the parish of Clarendon and the community's attitude towards the development of the showground; discuss the potential uses of the Denbigh Showground that can make it a leading international “agri-cultural” attraction; synthesize the concept of sustainable tourism development and its importance to the development and viability of the attraction for future generations; and assess other tourism concepts such as community-based tourism, special interest tourism and alternative tourism and how they relate to the development of the Denbigh Showground.

Social implications

This case study will help students understand the concept of an agri-cultural attraction and its impact on the socio-economic development of the surrounding communities and the country as a whole. The case will contribute to the existing body of knowledge in the areas of community development and residents’ perception regarding tourism development. It offers insights to both potential and current investors; provides practical guidance to the government and other tourism planners to enable better planning for the areas’ future growth and development; and serves as a reference for academicians as well as undergraduate and graduate students.

Supplementary materials

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.

Case study
Publication date: 20 August 2018

Vranda Jain and Vinita Srivastava

Marketing Management and Economics.

Abstract

Subject area

Marketing Management and Economics.

Study level/applicability

Management courses (MBA level), Courses on Tourism

Case overview

When in India (WII) is a tour company serving the niche segment of Heritage tourism. WII was incorporated in 2011 with the aim to enable foreign and domestic tourists to experience the deeply embedded cultural ethos and heritage of Old Delhi. Their unique tourism product, “the Wonder Pedicabs”, provides leisure rickshaw rides through the Old Delhi lanes. This teaching case focuses on various managerial dimensions of the operations of WII. The case can be used in courses on Marketing as well as Economics. The case discusses the macro and micro environmental forces operating on WII. It deliberates on the economics of various tours offered by WII. It also educates the participants about the process of decision-making that goes into the selection of a tour operator and a tourism product. Hence, it appreciates the significance of need recognition, search for information, evaluation of alternatives and purchase decision as pillars in the process of decision-making process. The case also attempts to educate the participants about the Indian Tourism Sector.

Expected learning outcomes

Comprehend what constitutes a tourism product and types of tourism. Understand consumer decision-making for a tourism product. Highlight the importance of the tourism sector in the Indian economy. Discuss economic concepts pertaining to cost and volume, enabling managerial decision-making.

Supplementary materials

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

Subject code

CSS 12: Tourism and Hospitality.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Abstract

Subject area

Entrepreneurship.

Study level/applicability

Postgraduate Management Diploma Masters of Business Administration.

Case overview

Sakhumzi Restaurant on Vilakazi Street, in Soweto’s Orlando West, had grown exponentially since it opened in October 2001. Vilakazi Street was named after a South African Zulu poet, novelist and educator, Benedict Wallet Vilakazi, who was the first black South African to obtain a PhD in 1946. The street was famous for housing two Nobel Peace Prize laureates – Nelson Mandela and Archbishop Emeritus Desmond Tutu – as well as for being the site of the shooting of Hector Pieterson during the Soweto Uprising. There were two museums in the vicinity that attracted thousands of tourists every year – Mandela House and the Hector Pieterson Memorial and Museum. The founder of Sakhumzi Restaurant, Sakhumzi Maqubela, had no experience of the hospitality industry but, nevertheless, had a “deep appreciation” of customer satisfaction, which he had learnt through his previous job in the banking sector. During the start-up phase of the restaurant, Maqubela immersed himself in books on business, focusing on leadership and communication. From such humble beginnings, the restaurant had become a thriving magnet for the tourist and local markets – tourists enjoyed sampling traditional Soweto fare, and for locals, Sakhumzi offered a culinary “home away from home”. Dressed smartly, Maqubela could be seen every day at his restaurant, mingling with patrons and greeting tour operators warmly. But what worried Maqubela was how to keep growing. Should he open another Sakhumzi? Would it work away from the tourist hub of Vilakazi Street? Or were there other options that he needed to explore?

Expected learning outcomes

The outcomes are as follows: evaluate the entrepreneurial mindset and how entrepreneurial opportunities are recognised, assess the individual-opportunity fit of an opportunity that is being pursued, navigate the entrepreneurial process, identify sources of entrepreneurial finance, identify and overcome resistance and obstacles to start-ups and growing the venture, rigorously analyse the potential of a new business opportunity/venture and assess the relevance of the practice of entrepreneurship to firms and society.

Supplementary materials

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

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 10 September 2018

Lorraine L. Taylor and Deborah L. Walker

Andrea Seid is responsible for tourism marketing in a destination management organization in Colorado. In her position, she faces a difficult decision of whether to promote…

Abstract

Synopsis

Andrea Seid is responsible for tourism marketing in a destination management organization in Colorado. In her position, she faces a difficult decision of whether to promote marijuana-related businesses on her website and in the local welcome centers.

Research methodology

Primary research took place through interviews with Andrea Seid and John Mace, a local business owner. All other data were collected from secondary sources.

Relevant courses and levels

This case would help students to apply concepts from courses such as: services marketing, tourism management, destination management and tourism development.

Theoretical bases

The decision at the root of the case is a real-world application of stakeholder theory.

Details

The CASE Journal, vol. 14 no. 5
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 24 September 2018

Anuj Sharma and Parul Kochher

General Management, International Strategic Management, International Marketing and Brand Management.

Abstract

Subject Area

General Management, International Strategic Management, International Marketing and Brand Management.

Study level/applicability

MBA (General Management), MBA (Marketing), Management and executive development programme.

Case overview

The Indian Hotels Corporation limited known as the Taj Group was set up by JRD Tata in 1903. The company has undertaken a long journey since then. It is one of the most recognized hotel brands in luxury market segment of the hotel industry. Off late some micro- and macro-level changes in the business environment have not been in favor of the group. The strategy of international expansion in acquiring and refurbishing of assets has mounted the debt and the growing losses. What has compounded the growing troubles is the entry of aggressive multinational brands in the luxury segment of the hospitality industry. The group prioritizes to get its financials in order. It thereafter needs to rework on its competitive strategy and take advantage of the booming domestic hotel industry for profitable future growth.

Expected learning outcomes

Expected learning outcomes are as follows: to understand the impact of expansions on the top line and the bottom line on the hospitality industry; to understand the impact of expansion on brand image for the legacy brand; to understand and develop strategies for a company which make it profitable in the hotel industry; and to formulate entry and exit strategies for companies dealing in the hospitality industry.

Supplementary materials

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

Subject code

CSS: 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 January 2017

Robert D. Dewar

Describes the winning formula at Neiman Marcus that has made it the No. 1 luxury retailer in the United States in terms of sales per square foot and profitability. Highlights…

Abstract

Describes the winning formula at Neiman Marcus that has made it the No. 1 luxury retailer in the United States in terms of sales per square foot and profitability. Highlights Neiman Marcus' efforts to define who its customers are and are not and to achieve superior focus on its customers by aligning location, price, service, and merchandise to fulfill these customers' every need. Describes ways in which Neiman Marcus prevents typical silo behavior between merchandising and selling and how it ensures that the right merchandise gets to the right customer, despite the challenge of doing this in 36 micromarkets.

To show how a company integrates two strong high-performance functions—merchandising and sales—to get the right merchandise to each customer in more than 30 diverse selling locations while consistently providing exceptional customer service.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 26 November 2014

Rua-Huan Tsaih, James Quo-Ping Lin and Yu-Chien Chang

Service innovation, ICT-enabled services, museum, cultural and creative industries.

Abstract

Subject area

Service innovation, ICT-enabled services, museum, cultural and creative industries.

Study level/applicability

Graduate-level courses of “Innovation Management,” “Service Innovation,” or “Cultural and Creative Industries”.

Case overview

In 2006, the National Palace Museum (NPM) in Taipei, Taiwan, announced its new vision “Reviving the Charm of an Ancient Collection and Creating New values for Generations to Come”. In recent years, the NPM has been shifting its operational focus from being object-oriented to being public-centered, and the museum has held not only the physical forms of artifacts and documents but also their digital images and metadata. These changes would inject new life into historical artifacts. In addition, archives as its collections would be given a refreshingly new image to the public and become connected with people's daily lives. Among these endeavors for displaying historical artifacts online and prevailing Chinese culture in the modern age, the key issues are related to digital technology applications and service innovations. The service innovations would be further divided into information and communication technologies (ICT)-enabled ones and non-ICT-enabled ones. These shifts clearly claim that adopting digital technologies and innovative services can bring positive impacts to the museum. The NPM administrative team wants to keep infusing life into ancient artifacts and texts, sustaining curiosities of the public for Chinese culture and history, and invoking their interests to visit the NPM in person. However, to develop for the future while reviewing the past, the NPM administrative team has to meditate on the next steps in terms of implementation of service innovations.

Expected learning outcomes

Students will learn motivations of digital establishment and service innovations from the organization perspective and the necessities of technological implementation. Students will understand the difference in innovations between ICT-enabled services and non-ICT-enabled services. Students would be able to understand the process of developing a new service. Students will be aware of challenges the organization would face in developing a new service.

Supplementary materials

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

Details

Emerald Emerging Markets Case Studies, vol. 4 no. 7
Type: Case Study
ISSN: 2045-0621

Keywords

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