Search results
1 – 10 of 263Mashael Al Marzooqi and Syed Zamberi Ahmad
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…
Abstract
Learning outcomes
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.
Case overview/synopsis
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?
Complexity academic level
This case study was written for Marketing and Strategic Management courses in Bachelor of Business Administration programs.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS: 8 Marketing
Details
Keywords
Samir K. Barua and Sobhesh Kumar Agarwalla
The case describes the strategy of a large Indian Public Sector Bank (PSB) to enhance financial inclusion and financial literacy of less privileged people located in poorly…
Abstract
The case describes the strategy of a large Indian Public Sector Bank (PSB) to enhance financial inclusion and financial literacy of less privileged people located in poorly accessible parts of India. While pursuing the developmental objective ‘imposed’ by the Central Bank/government, being a listed entity, the PSB had to be mindful of the financial viability of the strategy so as to protect the interest of its minority shareholders. The issues covered are endemic to most developing countries where public enterprises often become instrumentality of the state.
Details
Keywords
Hari Narain Singh and D.K. Singh
This paper aims to understand the subject of entrepreneurship and project management through techno-economic intervention.
Abstract
Subject area
This paper aims to understand the subject of entrepreneurship and project management through techno-economic intervention.
Study level/applicability
Postgraduate students of management and graduate students of engineering and management.
Case overview
Multiple challenges existed at the ground level in the Moradabad Brass Cluster in terms of gaps in technology, skill, infrastructure and market that all needed to be improved upon.
Expected learning outcomes
The objectives and learning outcomes were proposed to understand the cluster economic crisis, entrepreneurship, project management, technical improvements and better understanding of certain theories.
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
Keywords
Vishal Gupta, Rama Mohana Turaga and Shweta Mittal
‘Saksham’, a corporate social responsibility (CSR) initiative of one of the largest public sector companies in India, the Gas Authority of India Limited (GAIL), provides specific…
Abstract
‘Saksham’, a corporate social responsibility (CSR) initiative of one of the largest public sector companies in India, the Gas Authority of India Limited (GAIL), provides specific training in skills required for plastic industry to low-income communities potentially affected by GAIL's business operations. Unlike a typical GAIL CSR programme, which directly targets communities affected by GAIL's operations, the Saksham programme serves the needs of one of GAIL's main customers - the small and medium scale plastic industry. Although the programme is a huge success and has completed three batches, all the students of which were placed in plastic manufacturing companies, Shamasundara, Zonal General Manager of GAIL is still not sure about the future of the programme. He wondered what should be the metrics to evaluate whether a programme can be classified as a CSR initiative by a firm.
Details
Keywords
Dhiraj Mathur, Gopalakrishnan Narayanamurthy and Tuhin Sengupta
Learning outcomes are as follows: to understand the need for a small business to expand geographically; to evaluate the business dynamics and challenges faced by an entrepreneur…
Abstract
Learning outcomes
Learning outcomes are as follows: to understand the need for a small business to expand geographically; to evaluate the business dynamics and challenges faced by an entrepreneur during the business life cycle; and to analyze the geography and create a growth strategy for small business setup in a phase where competition is moving from a moderate to an intense stage.
Case overview/synopsis
Polymatic Plastics & Packaging (PPP), a proprietorship firm of Mr Shantanu Kalia at Ludhiana, Punjab, India, was formed in 2016 and is involved in the manufacturing of bubble packing and stretch films. Growing business and competition have created both unique challenges as well as propositions for PPP. While growth in business is encouraging Shantanu to secure more contracts for his manufacturing unit, increased competition within Ludhiana is also creating a dilemma to either compete on home turf with USPs ranging from product quality, pricing and superior turn-around-time or explore additional geographies and expand horizontally.
Complexity academic level
The case is suitable for courses on entrepreneurship and geography strategy in graduate business programs. The case is also suitable for executive program for budding entrepreneurs seeking to explore specific service/product as a potential business proposition and building their business around it.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 3: Entrepreneurship.
Details
Keywords
Sanjay Kumar Kar and Subrat Sahu
Marketing - value proposition and value delivery, switching cost, customer acquisition and retention, positioning, pricing, distribution and retailing, role of trust and…
Abstract
Subject area
Marketing - value proposition and value delivery, switching cost, customer acquisition and retention, positioning, pricing, distribution and retailing, role of trust and transparency to build sustainable relationship in B2B context, and efficient service delivery.
Study level/applicability
Undergraduate and graduate students in marketing, business administration, strategy, retailing, B2B marketing, services marketing and general management courses. Also, it can be used for executive management/training programmes.
Case overview
The case focuses on an existing scenario of a natural gas business in Gujarat, India, in order to provide understanding of marketing challenges, especially in the B2B context, faced by organisations in this evolving business environment. The case examines the strategies and policies implemented by the company and their impact on the customer. The case presents reactions and responses from the concerned customers. The case illustrates the criticalness of understanding customer expectations and designing and delivering customer centric strategies to sustain market leadership in an evolving and competitive market.
Expected learning outcomes
The case study enables the students to understand and analyse: the current business environment; the important factors impacting natural gas business; economic analysis of energy; opportunity and challenges for doing cleaner and greener business; role of cleaner fuel to reduce carbon footprint; and carbon credit impacting top line and bottom line of a customer. The case provides students the opportunity to understand and analyse the importance of switching costs to acquire a new customer; and devising and implementing marketing strategies to expand customer base and enter into new territories.
Supplementary materials
Teaching notes.
Details
Keywords
It was December 13, 2010. The Government of Uttar Pradesh announced their plan to urbanize the entire area along the Yamuna Expressway (YE) in order to prevent haphazard growth of…
Abstract
It was December 13, 2010. The Government of Uttar Pradesh announced their plan to urbanize the entire area along the Yamuna Expressway (YE) in order to prevent haphazard growth of urban sprawls on the flanks of the YE. The YE was conceived in 1997 as a dream project of Ms Mayawati, the then Chief Minister of Uttar Pradesh, with the idea of reducing the travel time between Delhi (and the larger National Capital Region) and Agra. It was a 165 km long expressway and was proposed to run from Greater Noida to Agra via Mathura. Amidst issues concerning land acquisition, and various protests and litigations, the deadline for completion of the project had extended beyond its original completion date of February 8, 2010 to April 2013. Meanwhile, the project cost had escalated from Rs 2500 crore (cr) in the year 2000 to about Rs 10,000 cr as of December 2010. By then, about 80% work on the expressway had been completed. The project was finally expected to be completed around April 2011. This was, however, subject to the pending court judgements and mitigation of risks as perceived by Jaypee Infratech, the concessionaire of the project.
Details
Keywords
This case describes the challenges faced by Amul in organising dairy farmers into a co-operative and creating continuous opportunities for value addition. Participants in the case…
Abstract
This case describes the challenges faced by Amul in organising dairy farmers into a co-operative and creating continuous opportunities for value addition. Participants in the case discussion are required to review the developments in the organisation and recommend a strategy for the future.
Details
Keywords
Subrat Sarkar, Sanjay Mohapatra and Sarmistha Pattanayak
The case deals with project management principles that are required for implementing a social project in India.
Abstract
Subject area
The case deals with project management principles that are required for implementing a social project in India.
Study level/applicability
The study has been carried out at primary schools in an underdeveloped state, namely, Odisha, in India.
Case overview
The case illustrates a project management approach for improving primary education in a government set up. The bureaucracy set up in education in a state like Odisha, India, needs to undergo radical changes. To be effective, an education system requires an optimal integration of the three main components, namely, people, infrastructure (this includes technology) and pedagogical processes. Using a public–private partnership model, American India Foundation (AIF) through its Digital Equalizer (DE) Program has been able to make a positive impact in an underdeveloped tribal dominated district like Keonjhar. The case study also illustrates the detailed execution plan predicated on total system planning, required to achieve this amount of success. The case study also explains how to measure success through different metrics where intervention has to be at multiple levels. The learning from the case study can also be adopted for designing an implementation strategy in other states.
Expected learning outcomes
Expected learning outcomes are as follows: how to approach implementation of technology-based intervention with involvement of all stakeholders; learn project management techniques related to digital learning model implementation; understand the DE methodology; and understand the challenges faced while implementing the DE Program.
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 7: Management Science.
Details
Keywords
Kishore Thomas John and Ajith Kumar Kamala Raghavan
Participants will learn to analyze the basis of consumer segmentation in management education. It will specifically highlight the importance of positioning in influencing the…
Abstract
Learning outcomes
Participants will learn to analyze the basis of consumer segmentation in management education. It will specifically highlight the importance of positioning in influencing the marketing strategy of a firm and discuss the importance of a differentiated-low cost strategy to gain competitive advantage. The case will familiarize students with the business environment of rural India, and the applicability of the 4A’s and the 5D’s framework. Finally, the case will help participants understand the difference between a rural market and a Bottom-of-Pyramid (BoP) market.
Case overview/synopsis
A rural MBA institute for BoP students is grappling with the problem of low admissions, leading to an existential crisis. Two divergent options are presented to the protagonist. The first is to close down the B-school and use the infrastructure and facilities for a well-funded government skill development program which is vocational and intended for creating blue-collar workers. The second is to find ways to bolster the B-school to ensure that it gets adequate student enrollment, thereby leading to profitability.
Complexity academic level
This case is suitable for an undergraduate or MBA course in marketing management, rural marketing in India, South-Asian marketing or strategic marketing.
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. There is an accompanying spreadsheet with the case for studying the market. It contains relevant market data that would support analysis of the case. Comments are added for easy understanding. Instructors can access the separate spreadsheet that works out the break-even calculations for the fee structure of the institute. Instructions on calculations as well as comments are added for easy understanding.
Subject code
CSS 8: Marketing.
Details